Home Blog Page 37

A Commercial Insurance Requirement is Good for the VR Industry

10
vacation house home commercial liability insurance

On October 22, 2015, Airbnb announced its Host Protection Insurance that provides $1 million in commercial liability insurance to all US hosts and owners who book through the Airbnb site. The coverage applies during the booked period, and it’s free of charge. 

Nearly two years later, on May 8, 2017, HomeAway announced its $1 million commercial liability insurance program for owners who book through the HomeAway sites. The coverage applies during the booked period, and it’s also free of charge. 

What exactly is going on here? My entire professional career is in the insurance industry, and as a salesman, I can only make a professional assumption. It’s one part great marketing, and one part incredible industry intuition. 

From a marketing standpoint, both Airbnb and HomeAway understand insurance is historically slow to adapt to new and emerging markets, and insurance is a barrier to entry for both because many large domestic insurance carriers do not insure short-term vacation rentals. So why not provide free liability insurance for everyone? It makes sense when revenue comes from bookings and both are competing for the same bookings.   

The business industry taught me that nothing in life is free. Under closer examination, there does appear to be major gaps in coverage such as no property coverage, no personal and advertising injury, no assault and battery, no liquor, and much more. Only owners can decide whether to rely on the free liability insurance or to purchase a policy with their name on it. Being on the insurance side of this industry, we see the things most do not. Such events as the Gatlinburg, Tennessee, fires that burned more than one thousand vacation rentals last December, hail storms, theft, burglary, party destruction, or falls on the winter ice in the Sierras guarantee that you want insurance with your name on it. 

As far as intuition, maybe Airbnb anticipated the regulation side of the industry and knew a commercial liability insurance requirement was inevitable. Granted, cities like Nashville that have a $1 million dollar insurance requirement do not accept the Host Protection as evidence of insurance for a permit. Perhaps Airbnb was onto something. 

In 1946 the LaSalle Hotel in Chicago, the Canfield Hotel in Iowa, and the Baker Hotel in Dallas all caught fire within sixteen days and claimed the lives of ninety people. Those fires changed the national attitude about the government’s authority to regulate public safety and, ultimately, set a precedent for the different hospitality laws we have today. 

Hospitality Law is the body of law relating to the foodservice, travel, and lodging industries. That is, it is the body of law governing the specific nuances of hotels, restaurants, bars, spas, country clubs, meeting and convention planners, and more. Hospitality law does not involve only one area of law. It encompasses a wide variety of practice areas including contracts, antitrust, tort law, and more. 

Our industry needs to understand that when an owner of a property allows someone to stay on a property for a short period in exchange for money, the owner is subject to the hospitality laws. Vacation rentals are no different than hotels in that the hospitality laws include requirements to provide for privacy and for safe premises. 

The Duty of a Hotel is to provide safe premises. This concept is based on the common law duty owed to business and social invitees of an establishment. Under common law, hotels must exercise reasonable care for the safety of their guests. Hotels owners may be found negligent if they knew, or should have known upon reasonable inspection, of the existence of a danger or hazard and failed to take action to correct it and/or warn guests about it.  

Accordingly, hotels have an affirmative duty to inspect and seek out hazards that may not be readily apparent, seen, or appreciated by patrons and guests. In addition, hotels may have an affirmative duty to warn guests of dangers or hazards. If the risk of harm or damage was foreseeable and the hotel failed to exercise reasonable care to either eliminate the risk or warn guests of its existence, the hotel may be liable for any resulting harm or damage caused by its negligence (“proximate cause”). 

(This duty is the reason Proper Insurance requires our insureds to display a “Swim at own risk sign” if they have a pool, to provide helmets if they offer bicycles, and to perform a post-stay inspection, and so on.)

One of the first regulations for hotels was commercial liability insurance and, in my opinion, it should be a requirement for vacation rentals as well. It is good for the city, good for the owners, good for the neighbors, and good for the industry. 

Commercial liability is readily available to vacation rental owners and is reasonably priced. Not only does it cover the owner, but it extends coverage to property managers as well. 

When owners purchase commercial liability they will go through underwriting of the property as every insurance carrier has different requirements and standards for purchase. Some of these underwriting requirements may include wiring inspections for older properties, fire extinguishers in kitchens, and depth markers for swimming pools. By its very nature, insurance underwriting will suffice for much of the hospitality laws. 

A commercial liability requirement also gives the vacation rental industry political capital when arguing against bans and other unrealistic regulations. As the industry continues to mature, proper insurance simply makes sense. 

 

Vacation Rental Managers and Owners: HomeAway Chaos – Round 3

7

 

“What is next?”  This is the burning question we get from clients who are frustrated with the continued policy changes that are negatively impacting our industry. If you have not visited your HomeAway listing lately, do so, it is an eye opener.  We always urge our new clients to take a moment to review one of their listings on each site they use, including calling the 1 800 number next to the listings.  See how your “booking” process goes.  Make sure it works.

The latest salvo is the announcement that HomeAway will hide the travelers emails and phone numbers from you until you achieve the booking.  It’s sad to see from a once great and valued company.  It also brings opportunity.  To quote Winston Churchill:

“This is not the end, it is not even the beginning of the end, but it is perhaps the end of the beginning”

 The Perfect Storm

Property managers are no longer listing all their properties on one listing site.  Many are diversifying their inventory and looking at alternative routes to distribution. On the traveler side, they are pushing back on fees and are confused when contacting the 1-800 numbers on the listing site to speak with a person on the other end who knows nothing about the vacation rental they are calling about.  This confusion is causing travelers to look beyond the listing sites to find their vacation rentals…..this is “leakage”HomeAway can’t afford.

Marketplace Impact

I have always maintained that the best source for industry data comes from the owner/managers who are in the trenches on a daily basis having these conversations with their guests.  In 2016, Grassroots Research interviewed 40 property management companies and confirmed what we already knew….travelers are not happy.

Here are some of the key findings:

  • 23 out of 40 (58%) said customers’ reaction to HomeAway’s (Expedia’s) traveler service fee, introduced in February 2016, either has been somewhat (16 [40%]) or very (7 [18%]) negative, while 17 (43%) said their customers either did not know or did not care about the fee
  • 34 out of 40 (85%) have seen renters getting around HomeAway’s traveler service fee by booking directly with property managers or owners, and 8 of these (20%) actively encourage renters to book directly for this reason
  • 17 out of 40 sources (43%) have not enabled HomeAway’s online booking features, with 15 of these (38%) not intending to do so in the near future.

This negative impact has consequences for the marketplace and directly impacts each individual owner/manager.  As uncomfortable as these conversation are to have with our guests, we view it as an opportunity to educate the traveler and help them understand the value of booking direct ….with us.

Travelers are Pushing Back

Overall our business has increased year-to-date. What is significant for us is many of our bookings are coming in directly through our Brand. Travelers expect transparency and are looking for the best value. Our biggest advantage is our DNA.  It is very difficult to replicate the kind of dedication to service that are associated with our Brands.  These are the memories our guests take with them when they leave…..and keeps them coming back.

What are Travelers Telling You?

Please take a moment to share your experiences through this survey. We will distribute the final results on August 15th.  We encourage you to share this post with your colleagues to achieve a sample size we can all benefit from.

The Summer Issue of VRM Intel Magazine is Headed Your Way

0

The Summer Issue of VRM Intel Magazine is out the door and headed your way. But if you’re like us and can’t wait, here is the digital version.

In this issue, we interviewed the founders at Vacasa and Stay Alfred to take a deeper look at their business models. We also wanted to know what makes a “tech-enabled” vacation rental manager and looked at all the types of technology available for VRMs today in the article “Are You a Tech-Enabled VRM?” In addition, Clark Twiddy, Matt Landau, Matt Curtis, Jeremiah Gall, Jim Olin, Matt Renner, Amber Mayer, Doug Kennedy, Sue Jones, Ali Cammelletti, John Dalton, Alexa Nota, and many more industry experts provided insight into this ever-changing industry. As always, we love your feedback, so let us know what you think.

Thank you for reading!

 

[Infographic] Debunking the Myth: Airbnb is for Backpackers and Partiers

0

Airbnb is often believed to serve only partiers, backpackers, and budget-conscious couch surfers, but the truth is, they have captured the interest and loyalty of tech-savvy travelers through an easy interface, authentic experiences, and affordable lodging. With more than 60% of their users of the millennial generation, it’s important to understand these users and how they continue to evolve in regards to their income levels, familial statuses, and travel preferences.

View or download our infographic for stats about this generation’s evolution.

Hotels Plan Lobbying Push Over Priceline-Expedia “Monopoly”

0

The U.S. hotel industry plans to step up a lobbying and public relations attack on Expedia Inc. and Priceline Group Inc., hoping to convince consumers and members of the Trump administration that the travel-booking giants are monopolistic.

The American Hotel & Lodging Association, an industry group whose membership includes Marriott International Inc.Hyatt Hotels Corp. and Hilton Worldwide Holdings Inc., devised plans for a campaign saying the online travel companies use unfair practices in their search businesses, according to board meeting documents seen by Bloomberg. The trade group intends to lobby Federal Trade Commission officials on the issue and try to ensure that new members picked by President Donald Trump are friendly to hotels, according to the documents prepared for a January meeting of the group’s board.

A proposed marketing campaign aims to portray online travel companies as monopolistic by highlighting that different booking sites like Booking.com, Hotwire.com, Kayak.com and Travelocity all fall within the empires of Priceline and Expedia. “The rollout will play off the Monopoly board game to better underscore that the individual companies are really owned only by two major players,” the documents said.

“There is nothing surprising about AHLA’s efforts to educate government officials and consumers about the negative consequences of increased consolidation within the online travel agency marketplace,” Rosanna Maietta, senior vice president of communications for the AHLA, said in an email.

 

Struggling to Compete

“The Expedia and Priceline duopoly hurts consumer choice and the small businesses in our industry, which represent some 60 percent of all hotels in the U.S., who are struggling to compete as a result of the gouging commission rates” charged by the online travel agencies, she said.

A spokeswoman for Expedia said travel is a competitive industry and that the company plays a small part. A spokeswoman for Priceline said listing on the company’s sites is optional, and millions of properties do so to increase their business.

Commissions charged to hotels can range from 10 percent to 20 percent, more than airlines pay for flights booked through these sites.

Expedia shares fell 1.3 percent to $139.24 at 1:24 p.m. in New York. Priceline fell less than 1 percent to $1,905.97. Hyatt rose 1.3 percent to $58.13, while Marriott and Hilton both gained less than 1 percent. Accor rose as much as 1 percent to 42.43 euros.

Hotels may be feeling some jealousy toward tech-enabled travel companies. Priceline and Expedia have grown into behemoths during their 20-year histories, with Priceline’s $94 billion market cap far outstripping Marriott, the world’s largest hotel operator, at $37 billion. Even Airbnb Inc., which doesn’t own its own properties, has a private valuation of about $31 billion.

“Priceline and Expedia, they just have so much scale,” said Douglas Quinby, vice president of research at travel analyst firm Phocuswright. “What they’re investing in technology on an annual basis dwarfs the valuations of most hotel companies.”

Tech Savvy

The documents also outline plans to re-brand the hotel industry as tech-savvy and innovative. The group wants to get more hotel executives speaking at technology conferences and is planning “field trips” for political staff to visit hotel “innovation labs,” according to the documents. “We want to create an environment where the hotel industry is thought of inside the Beltway as an innovator with an important voice in technology policy discussions.”

Hotels are making an effort to catch up with the times by adopting, for example, smartphone apps that let customers get into their rooms without a key card, Quinby said. They’re also spending money on acquiring stakes in tech startups, though at a much slower pace than Priceline and Expedia. Accor SA, Europe’s largest hotel operator, spent $168 million last year to acquire Onefinestay, an alternative to Airbnb.

The hotel industry is also trying to thwart Airbnb. Last month, The New York Times reported the trade group’s plans to stifle the home-booking startup by lobbying politicians and funding studies to show Airbnb hosts harm local neighborhoods by dodging taxes and ignoring safety regulations required of hotels. Bloomberg verified the documents. Chris Lehane, Airbnb’s head of global policy, told reporters this week that the hotel association has been struggling to slow the upstart’s growth for years and called the industry a “cartel.”

Whereas hotel chiefs insist publicly that they’re not worried about Airbnb, they have groused openly for years about how online booking platforms display search results and how much hotels should pay for access to customers booking through these sites. Hotel giants need Expedia and Priceline to help fill their rooms every night, and the online bookers rely on lodging for the bulk of their revenue.

Their disputes peaked last year as the major hotel chains stepped up their efforts to get customers to book directly on their websites by offering special deals and expanding loyalty programs. Hilton even ran an advertising campaign called “Stop Clicking Around” that called on consumers to book directly on its website instead of trolling through online booking sites.

Part of the rationale behind Marriott’s roughly $14 billion takeover of Starwood Hotelsand Resorts is that the combined group could have a larger loyalty program and more heft when it comes to negotiating fees with Expedia and Priceline. Starwood hotels now command lower commissions from Expedia and Priceline, Marriott Chief Executive Officer Arne Sorenson said at an investor meeting in March.

Be Wise and Optimize!

4

We all know how powerful images and rich media are for travel and hospitality marketing. Website visitors should emotionally connect with your brand and stay there long enough to book their reservation. Compelling imagery creates an experience for the travelers and engages them with your brand, location, rentals, and team. There are a few things to know and understand before you upload a photo onto your website. You must first, optimize!

An optimized image is a rich image that holds the highest quality for the viewing on any device. It shouldn’t be too big that it slows down the site load time, but at the same time, it shouldn’t bee too small where it looks pixelated and unclear.

What are the optimal sizes for images?

Full-Width Images
Minimum Image resolution:  2650 x 900    
Max. File Size:  10mb
Aspect ratio:  3 : 1  

These are your most important photos that live on your homepage, and the ones you’ll need in the highest resolution. They should be spectacular, for instance, panoramic shots of sunsets on iconic beaches, bluebird powder ski days, awesome food, families having fun, and/or events in your area. In addition, consider adding 1 or 2 photos of your finest properties, shown in a way the person feels like they’re right there in the picture.

Banner images
Minimum image resolution
1000 x 350
Aspect ratio  3 : 1

Being able to add banner images on your site is an excellent way to spice up your pages and create an immersive experience for your future guests. Banner images work great on pages such as check-in procedures, rental policies, the “About Us” or Directions pages and so on.  The subject of the photos here depend on the theme of your pages; however, you can also incorporate landscape view, sunrises, local activities and cuisine, and other beautiful photos that represent your brand.

Snippet, Thumbnail, and Teaser Images
Minimum image resolution:
500 x 750 to 350 x 270

One of the best ways to rank well in search engines, like Google, is to have a lot of local information on your site — a “local’s guide”. You can incorporate some fun images on your “Things to Do” or “Events” pages. These pictures generally depend on your site layout and what ratio and size work best for your needs and website section. These teasers and snippets are smaller than featured images, so it’s not vital to have a stunning resolution. Most content strategists take photos of storefronts and locations with their phones or ask store owners for a photo to use.

How do I find great images to use?

Finding the best images is a whole challenge of its own, but don’t fret, there are many different resources to collect amazing images for your site. Below are lists of both free and subscription-based resources. Make sure always to read the fine print, as some images may have copyright requests.

Free

Ideal for generic lifestyle shots, pools and jacuzzis, beach gear, sand and shells, activities, and other travel related images.

Name URL Notes
Gratisography http://www.gratisography.com/
Makerbook http://makerbook.net/photography Collection of 5-10 different sites that offer free images
Unsplash https://unsplash.com/
Pixabay https://pixabay.com/
Pexels https://www.pexels.com

 

Subscription

Usually have a higher inventory of specific areas and locations.

 

iStock www.istock.com Monthly or Credit pricing model, depending on volume
(see image following page)
Shutterstock www.shutterstock.com $229.00 for 25 images
Fotolia https://www.fotolia.com/Info/Images/FreePicsOfTheWeek $1.00 – $5.00 / image based on volume commitment

 

Another great idea that we have seen success with is to host a photo contest and enable your guests and team members to be the photographer! Afterall, you are the local expert, and you know the best spots to soak in a beautiful sunset, you know where the sandpiper birds linger, running in and out of the water, capture those moments and utilized them. Ask your guests to do the same; they are sure to get excited when they see their photo featured on your website! You could also use local amateur photographers or hire a college intern to capture some great images to use. The options are endless.

Reminder: Always be sure to get written permission to use photographs on your site.

How do you optimize?

Many different programs and products can help with optimizing your media correctly, here are a few of our favorites.

Canva – Canva is a fantastic tool, there are free versions along with monthly and individual fee options. The free version even comes with free photos, graphics, and icons, but as you explore you will also see there are some that have a one-time fee (usually around $1). What’s great about this site is they offer tutorials along with insightful marketing tips, the perfect resource for creating images for blog posts, social posts, infographics, flyers, and even brochures.

Another noteworthy point is you don’t have to build images and graphics from scratch, although this is an option as well, you get to chose from a multitude of already created designs from professionals. Another thing, once you create your account, it saves all your creations within your account. You can go back in, make edits, implement changes, and share with other members of the team so they can edits. When you explore your design, you can choose jpg, png, and pdf print. It seems the options in Canva are endless!

Pixrl Editor – Pixlr resembles a free online Photoshop. When going to the homepage, it will prompt you on how to create an image and start to make edits. You will need the basic knowledge of working with layers and use the tools appropriately. There are a few tutorial videos on their blog as well as Pixlr’s Vimeo page. These videos will help you to understand better how to resize, crop, and work within this program.

JPGmini – Easy as pie! If you just have an image and want it resized, this program makes that process extremely easy! You can try a free trial, but once that wraps up, you will need to consider a pricing structure option. JPGmini allows for you to upload an image, and reduce the size by up to 80%, without compromising quality.

And finally, if you have a budget to buy and own a software, Photoshop or Lightroom are both great options. Photoshop contains a variety of tools that allow users to manipulate images and is more in depth, which can be confusing if you aren’t tech savvy. Lightroom is more for image management and editing with basic edit options similar to Photoshop.

How To Do “Retargeting” The Right Way

0

Retargeting (otherwise referred to as Remarketing) has been a very popular topic among Bluetent’s clients lately, and I was happy to see the same interest in the industry as a whole at the PPC Hero Conference (the largest Digital Advertising Conference in the world ), which I recently attended in Los Angeles.

First things first, what is the difference between Retargeting and Remarketing? If you ask an expert in the field, there is a difference and it pertains to the channel that is used to follow your prospect past first interaction with the brand. Since most people use the naming convention interchangeably I’d rather not bore you with this topic. Feel free to use whichever one appeals to you – we’ll understand what you mean.

Now onto the point of this blog – How To Do Retargeting Right? Here are a few rules of thumb to abide by:

 

Choose Your Audience Right

Building Audience Lists

Before using Remarketing, you will have to identify the audiences you’d like to reach and build the lists. You can do that in Google Analytics (GA) the moment you launch your new website or in any moment afterwards. You can also do it with a pixel from AdWords/Facebook/etc. if creating audiences in GA is not your forte.

Another approach for offline data is to upload a static list from an Excel spreadsheet or even  from your Email platform. (Maybe you have customers purchasing via phone who you’d like to serve certain messages online.) Each Online Advertising platform has a minimum number of list subscribers that must be reached before we can start serving Remarketing Ads, so the earlier you build your lists, the better.

 

Duration of Website Visit

A question to ask yourself when building lists and is “How long of a site visit is long enough to be added to a retargeting list?” Any visit? Over 30sec? Over 60sec? There is no right or wrong answer here, but this will likely vary depending on the industry, the website, and the target audience.

 

Positive and Negative Audiences

In addition to the audiences you’d like to include in your Remarketing strategy, you’ll want to identify users and interactions to exclude. Is Digital Advertising the best channel to reach the visitors who have already converted? Maybe you are already using auxiliary messages via Email, or Social media, or Internal Sales for that. If someone visits your Careers Page, do you want to send them “Purchase our product” Banner Ads or would it be more appropriate to add them to a Facebook Likes or LinkedIn Follow Company campaign?

What Lists to Build for the Vacation Rental Industry

  • All Site Visitors – this would be for brand awareness, if you are a new brand or if you plan on repositioning the brand in the future
  • Visitors of VR subpages – prospective customers, goal is online transactions
  • Visitors of Property Management subpages – prospective owners, goal is a completed inquiry form
  • Visitors of Things To Do / Activities subpages – lookalike audience, they would have to decide on destination first and then select VR property, however, brand awareness can be used to stay top of mind. Expect a longer sales cycle than the typical VR subpages visitor.

 

Whether or Not to Use Bid Modifiers

Should you use bid modifiers for different lists? Sure, you can try and see, it won’t hurt your performance, and the best case scenario is that it will help.

  • Repeat vs New site visitor
  • Length of site visit
  • Channel where the visitor came from

Remember, before implementing this idea, you would have to create the lists and wait for them to reach the minimum list size for various platforms.

 

How About Frequency

How many times per day would you like to reach your prospect? What channels are you using and at how many impressions have you capped them? We usually recommend a cap at 5 times per day for Display Remarketing and 3 times per day for Social Ads. That number would go down if you have a Prospect Email Nurture campaign in place.

 

What is Your Sales Cycle?

Based on how long your typical sales cycle is, determine what conversion target window to set up. 30, 60, 90 days? B2C generally behaves differently than B2B, so don’t be surprised if different lists have different conversion windows. E.g. 30 days for Vacation Rentals bookings and 90 days for Owner Acquisition inquiry form fill outs.

 

 

Tracking Conversions

Identify what a conversion is for your business and ensure you track these actions in GA. Then exclude the converters from your general Remarketing efforts. These visitors already did what you asked them to, so no need to remarket to them.

  • Online transaction
  • Cart abandonment
  • Inquiry form fill out
  • Email subscription

Then make sure all conversions have a follow-up strategy in place – think about what touch points are necessary for these conversions. If you are remarketing to the same customer via more than one channel, ensure that you are using different messages for each of these communications. The suggested actions of Facebook Ads should be different than what you are asking the customer to do via Email or Display Banner Ads. In terms of Cart Abandonment, email is the most successful way to complete these conversions, so make sure you utilize the automated tool that Bluetent’s Email team offers for Cart Abandonment.

E.g. If your goal is to have more site visitors convert, then you shouldn’t use Remarketing via Display Network or Social Media for people who have already submitted a form or made an online transaction. (I hope your internal Sales Team follows up on all Inquiry Forms.) You can follow them around with Facebook Like Ads or Display Banners for other products/services you offer.

Petition Requesting Investigation of Expedia and Trip Advisor Circulates Among Homeowners

7

“We urge you to hold hearings on the duopolistic practices of Expedia and Trip Advisor,” states the petition. “Since Expedia bought the host of vacation home rental website of Vacation Rentals by Owners (VRBO), they have bullied the small businesses of vacation home renters. They have sought to take over the control of our properties, and they have imposed a 9% to 12% booking fee on our renters.”

The petition was initiated by a group of vacation home owners who list on Expedia-owned HomeAway and TripAdvisor Vacation Rental sites and is led by Bunnie Riedel who wrote, “Not only does the petition call for the treatment of homeowners to be investigated but also the treatment of travelers.”

Directed at the Senate Judiciary Committee and its Chair, Iowa Senator Chuck Grassley, the petition urges the committee to hold hearings on the issue of collusion, bullying and antitrust tactics of these two companies toward vacation home owners.

Airbnb was not included in the petition, even though its fees and policies mirror TripAdvisor and Expedia.

Read the entire petition here.

HomeAway Hides Traveler’s Emails Until After After Booking is Confirmed

11

HomeAway announced this week that it is no longer sharing traveler email addresses with homeowners and property managers until after the booking is confirmed.

According to a HomeAway email to property managers, “Traveler email and phone number are removed from the inquiry and inquiry service. Email ‘From’ and ‘Reply To’ is sender@messages.homeaway.com.”

In addition, “Property Manager phone number and email is removed from the response. The message content will have redacted phone number, email address, and any non-HomeAway URL. The traveler can respond to this email. ‘Book Now’ is the prominent call to action which includes a link back to the property.”

HomeAway also added the following updates guidelines for responding to inquires:

  • Create a text-only response template for HomeAway inquiries;
  • Update verbiage that directs travelers back to website and/or special offers;
  • Update responses to remove: URLs, email addresses, phone numbers, attachments, embedded images, including logos.

In its explanation of the change to suppliers, HomeAway’s chief product officer, Tina Weyand, cited trust as the reason for masking emails in the inquiry process. “Protecting your and the travelers’ contact information prior to a confirmed booking helps build trust,” wrote Weyand. “It also helps us better protect you and travelers against fraudsters — who, unfortunately, are always hard at work. Starting this month, pre-booking conversations will be facilitated through our secure messaging system.  You and the traveler will be able to see each other’s contact details after a booking is confirmed.”

The change is in line with HomeAway’s larger objective of eliminating “leakage” on their family of sites.

According to Expedia CFO Mark D. Okerstrom in the company’s last earnings call, “We know that there are transactions that are happening off-platform, and the team is really focused on really developing reasons why both on the traveler side and on the property owner side or property manager side, reasons for people to stick with the platform. You’ve seen it on the consumer side where they’ve introduced the Book with Confidence Guarantee increasingly. You’ll see HomeAway willing to step in front of a traveler, and if they’ve got a bad experience, help them move to a new property or help solve their problem.”

Okerstrom continued, “They are working on various series of, what I’d call, carrots and sticks on the owner and the supplier side to incent the right behavior and put more bookings on the platform. They’re early on that side. They’ve got a number of supplier-facing data and tools that they’re building out dashboarding, et cetera. As Dara mentioned, they’re experimenting with sort, and these are the types of factors around on-platform versus off-platform that can start to influence sort order. And there’s a number of other, call it, goodies that HomeAway is looking at rolling out across the platform to incent the right behavior. So it’s relatively early. It’s a really high priority for that team, and we’re very optimistic that they’re going to be able to increasingly just drive much more on-platform adoption because it’s going to be something that both travelers and suppliers want to do.”

One supplier said, “HomeAway gives the impression that ‘leakage’ and ‘owner choices’ and workarounds are hurting their bottom line, but…if guests and owners are made unhappy, they will simply google and engage directly, or on a platform that makes them feel better about the transaction.  They systemically overlook the fact that they bring guests and owners together briefly, and then drive them from the platform, apparently at a greater rate than their hotel listings drive travelers to book directly with the hotels.”

Read the enitre HomeAway letter below.

Dear HomeAway Partners,

Travelers have repeatedly told us that they expect a more convenient booking experience, and that trust is a critical factor in their decision to book a vacation rental.  Our user research also shows that travelers who are new to vacation rentals expect a secure messaging, booking, and payment experience. 

As you know from our post a few months ago, we took an important step in our transition to a booking platform.  Online booking is now required when you register or renew on HomeAway.

Protecting your and the travelers’ contact information prior to a confirmed booking helps build trust. It also helps us better protect you and travelers against fraudsters — who, unfortunately, are always hard at work.

Starting this month, pre-booking conversations will be facilitated through our secure messaging system.  You and the traveler will be able to see each other’s contact details after a booking is confirmed.

Also, we have heard your feedback, and we are working on enhancing traveler profiles to make sure you have more information about prospective travelers.  For example, you may notice the number of trips a traveler has taken with HomeAway is displayed more prominently and in more places.  Through your Monthly Statement and Dashboard, as well as our Discovery Hub, we will continue to let you know about the additional improvements we make as they become available.

I am hosting a Town Hall in a few weeks to talk about our changes and answer questions. To attend the Town Hall, click here and register.

Kind regards,

Tina Weyand

Chief Product Officer

July 25-26, VRM Intel Live! Denver: “The Tech-Enabled Vacation Rental Manager”

0

VRM Intel Live! is heading to Denver with an exanded agenda and a new theme: “The Tech-Enabled VRM.”

VRM Intel Live! Denver includes 1 and 1/2 days of education and discussion with vacation rental industry thought leaders designed to provide VRMs with the latest tactics in tech-enabled operations, marketing, and management to grow business and create a sustainable competitive advantage. The event starts at 1:00 pm on Tuesday, July 25, and goes through 5:30 on July 26.

July 25 (1:00 pm) – July 26 (5:30 pm)
Hilton Inverness Hotel, Englewood, CO, Rate Code “7VRM
Early Registration $149 per Person
18 Sessions

Click here to see the full agenda.

Quick Link to Register

What if the industry assumptions about OTAs are wrong?

10
Dempster desert house in Palm Springs

OTAs are forming a consensus on how vacation rental managers should operate, but what if they are wrong?

The vacation rental industry is finding itself at yet another turning point in its history. Online distribution channels have consolidated, with four major players taking the lead: Airbnb, Priceline-owned Booking.com, Expedia-owned HomeAway (and VRBO.com), and TripAdvisor. Phocuswright’s 2016 study “A Market Transformed: Private Accommodation in the U.S.” reported that “while property management websites held the advantage as recently as 2013 [just under 60 percent], online intermediaries will capture 63 percent of the online market in 2016, rising to 70 percent by 2018.”

These consolidated OTAs are testing and adapting policies that seek to transform the way vacation rental managers (VRMs) market and book rental properties, and they are developing a consensus on how vacation rentals will be booked in the months and years to come. Their decisions are based on market assumptions they have developed from their vast experience in the hotel industry and their need to integrate rental and hotel inventory into a comprehensive lodging marketplace.

Consequently, VRMs are being told that OTAs are quickly becoming travelers’ chosen channel for booking vacation rentals and that VRMs need to adapt to the policies that these mammoth marketplaces dictate.

But what if they are wrong?  

At this crucial stage, it is worth challenging the assumptions that are the foundations of OTA policies. Even if these assumptions prove to be true, suppliers of the core vacation rental sector have an obligation to ask this important question: “What if these assumptions are not accurate?”

 

Foundational Assumptions Supporting an OTA-Driven Vacation Rental Marketplace

 

Assumption #1: Travelers search for and book vacation rentals in the same way they search for and book hotels.

Large OTAs preach to rental home suppliers that the vacation rental industry needs to shift its booking model to more closely match that of hotels. These distribution channels have implemented changes to policies, sorting algorithms, and booking flow to mirror those of the hotel industry.

However, what if they are wrong?

For example, what if the booking paths that vacation rental travelers take more closely resemble how they book long-term rentals? Or how they buy real estate? Or even how they decide on summer camps? Is there another booking path that works better for vacation rental travelers?

OTAs perform an astonishing number of tests on their websites to optimize the booking path. However, they are limited by the constraints inherent in their websites and integrated platforms—constraints created on the premise that the vacation-rental-booking flow should align with that of hotels. As a result, the foundation of the OTAs’ testing is based on assumptions that have not been adequately challenged.

One practice not often seen utilized in vacation rentals is the use of focus groups. Focus groups are diverse groups of people put together in a room to participate in a guided discussion to gain understanding about products or processes or to provide ongoing feedback.

What if vacation rental and website development companies joined together to set up and observe focus groups as they navigated their way through the 1.4 million vacation rentals in the United States alone to try to book their perfect annual family vacations?

 

Assumption #2: Less restrictive cancellation policies lead to an increase in bookings.

OTAs are in the process of evaluating cancellation policies put in place by owners and managers. The OTAs are also looking for ways to encourage owners and managers to relax cancellation policies to more closely align with hotel policies.

But what if loosening cancellation policies does not generate more revenue?

“The supply and demand of economics of hotels and vacation rentals are quite different,” said TripAdvisor Vacation Rentals Spokesperson Laurel Greatrix in an interview with U.S. News in the article “Why You Should Start Your Summer Vacation Rental Search Now.”

Each vacation rental market has its own seasonal booking window. For many markets, bookings for the most desirable homes are made a year in advance. In the article, Jon Gray, then chief revenue officer for HomeAway, said, “The booking window for vacation rentals is typically ninety days.”

If Gray’s analysis is accurate, copying the hotel industry’s twenty-four-hour booking policy would be a mistake. For example, in vacation rental markets where bookings are made an average of ninety days in advance, rebooking a vacant period caused by a cancellation made a week before the guest’s check-in day is nearly impossible without offering potential guests heavy discounts and paying the high marketing cost of advertising that discount.

Is getting a booking from a channel that promotes and rewards twenty-four-hour cancellation policies for dates that cannot be filled if the cancellation occurs a good thing for a VRM? As OTAs begin to shift their stance toward vacation rental cancellation policies, VRMs may find it advantageous to push back.

 

Assumption #3: Travelers prefer to book on OTAs and will pay 6 to 15 percent more to do so.

Airbnb, HomeAway, and TripAdvisor have implemented service fees for travelers looking to book on their websites. As a result, repeat vacationers are now seeing a 6 to 15 percent increase in the cost of their vacation rentals on these channels. Phocuswright and Expedia recently published a whitepaper entitled “Where Consumers Shop for Online Travel,” which features ten reasons that travelers choose to book through OTAs. The list included the following reasons: travelers trust the OTA brands, OTAs have the best prices, and websites have the most selections.

What if vacation rental travelers would rather book directly with the manager or owner?

Do travelers want to pay 6 to 15 percent more to book through OTAs? Perhaps not. Consumers are smart. In the case of vacation rentals, OTAs often do not offer travelers the best prices, and in most traditional vacation rental markets (e.g., beach, mountain, lake, and attraction-based destinations), OTAs do not have the best selections. In traditional markets, the best inventory is not even listed on OTAs. Premium properties are booked directly with such frequency that VRMs do not list them on the channels.

In Skift’s article “Why Wyndham Is Going After Urban Rentals,” Gail Mandel, CEO of Wyndham Distribution Network, the world’s largest vacation rental management company, said, “We’ve been consistently able to generate about 85 percent of our revenue through our proprietary distribution channels . . . While the remaining 15 percent of revenue comes from third-party platforms.”

Skift also posted an interview with Eric Breon, CEO of Vacasa, an emerging company that has quickly become the second-largest vacation rental provider in the United States and one of HomeAway’s largest suppliers of inventory. Breon said, “About half of our bookings come through our own website, and about half come through third-party channels.”

OTAs’ success in vacation rentals, unlike hotels, is dependent on their ability to continually generate new demand because vacationers quickly find that they receive more value, lower prices and higher quality choices if they book directly with property managers or owners.

 

What if the decision of whether OTAs succeed in becoming the primary source of vacation rental bookings were up to the owners and managers of the inventory?

The hotel industry gave up control to OTAs post-9/11 as travel came to an unprecedented halt. Hotels rely on a 60 percent occupancy rate to function, and the discounted bookings OTAs captured were a necessity, not an option. However, travel rebounded, and sixteen years later, hotels are still frantically looking for ways to lessen their dependence on OTA channels and drive direct bookings back to their properties.

In contrast, traditional vacation rental markets are not experiencing the same dire circumstances. Vacation rental travel is strong, and VRMs are not desperate to take discounted bookings in order to fill their properties. For example, Wyndham and Vacasa, vacation rental companies are utilizing distribution channels to the fullest, reported that 50 to 85 percent of bookings are still done directly through their own websites and call centers. And dozens of market-leading vacation rental management companies have reported this year that they have removed all or most of their listings from OTAs.

“At this point you have to determine whether you should continue to invest in building the [OTA] brand, or use those same funds to begin investing further in your own brand,” said Jason Sprenkle, co-owner at 360 Blue in the Florida panhandle. “That question will depend on the strength of your current brand, your market’s dependence on VRBO, and your relative market share.”

The success of these OTAs is dependent on supply. Without aggregated vacation rental supply, these OTAs cannot dominate the industry.

Growth in the sector is slowing. As we read in VRM Intel’s Report, “Over $5 Billion Raised,” the short-term rental industry has experienced less than 15 percent growth in revenue since 2012, excluding newly added owner-occupied rentals. According to the National Association of Realtors, second home sales are down 21.6 percent from 2015 (920,000) and are at their lowest since 2013 (717,000).

With maturing growth rates, the modest incremental demand these OTAs are driving to VRMs may not be worth giving up the control that the hotel industry fights daily to reclaim.

Pay-Per-Click Marketing: How to Know If It’s Right for Your VRM Business

0

So you’re thinking about entering the world of pay-per-click (PPC) marketing. You’ve talked to friends, fellow vacation rental professionals, and maybe even some marketers, but you’re still not sold. “Do people really click on paid Internet ads?” you may ask. “Will it really be worth the time and money?” Those are typical questions to ask before you enter the vast and confusing world of paid search marketing.

 

What is PPC?

In a nutshell, PPC marketing is exactly what its acronym stands for: pay-per-click marketing. You put ads on the Internet and pay each time an ad generates a click. The most common PPC platform is Google AdWords, consisting of both the Google Search Network, where you serve ads to people searching for your keywords on Google, and the Google Display Network, which is a network of millions of websites that allows you to serve ads to users as they navigate the rest of the Web and that is commonly used for remarketing. In addition to Google, PPC also includes Bing Ads, Facebook ads, Instagram ads, and more.

There is no denying that PPC is becoming more popular. Google now devotes the top four spots in its search results to ads. With 75 percent of Google’s revenue coming from ads (and AdWords in particular), it has a huge incentive to continue to improve its platform and place the right ads in front of the right people.

 

Benefits

PPC marketing can be your best friend or your worst enemy, depending on how you approach it. If done correctly (i.e., if it’s done by people who know what they’re doing), the list of benefits can be long:

  • Immediate Results: The beauty of PPC is that you know exactly what you’re getting for your money—and you know it immediately. You know the number of clicks, leads, bookings, and calls, and you know the average time on site, bounce rate, and more. It’s all set out in front of you.
  • Flexible Budget: Another benefit of PPC is that your budget can be flexible on a daily, weekly, and monthly basis. If things are working well, there’s almost always room to increase spending and increase bookings in return; and if things are slow, you can temporarily spend less and focus on your top-performing campaigns.
  • Increased Brand Awareness: Even if you don’t generate a click, you enjoy free branding for your company because your ads will be seen by relevant searchers.
  • Rewards for Being a Good Site: As I mentioned earlier, Google has a huge incentive to place the right ads in front of the right people. As a result, if you can establish yourself as a “quality” ad in Google’s eyes, then you will decrease your cost per click and make your ads more efficient.
  • Protecting Your Brand: If users search for your brand on Google, it is beneficial to show them an ad before your organic results. One reason is because it assures searchers that your brand is legitimate while eliminating any chance of a competitor jumping your organic result with one of its ads and potentially stealing your business.
  • Increasing Pressure on Competitors: In contrast, if some of your competitors aren’t bidding on their branded keywords, you can attempt to jump their organic results and “steal” their clicks. Competitor campaigns have proven to be successful in generating cost-efficient bookings.
  • Increasing Inventory: That’s right—PPC isn’t merely for increasing bookings. You can also target homeowners looking to add their homes to the rental pool, thus strengthening your business for the long term.
  • Knowing Your ROI: With all the data you collect from each click, it’s easy to determine how much money PPC has brought in. It has been said, “You have to spend money to make money.” With PPC, you know exactly how much you spend and exactly how much you make.

 

 Who’s It For?

With all those benefits, PPC must be for everyone, right? Wrong. There are many factors to consider when determining if PPC is right for you, and as noted earlier, it’s not for everyone. Here are five key points to consider:

  • Do you have enough inventory? Do you typically sell out without the help of PPC marketing? If so, then it may be difficult to generate a positive ROI with such limited inventory. Instead, it may make sense to begin with a property management campaign to acquire new homeowners.
  • Does your location receive enough traffic? PPC succeeds when people are searching for your specific product. If not enough people are searching, it becomes tough to get your ads in front of the right potential customers. But for most vacation destinations, this isn’t a problem.
  • Are you investing in other marketing strategies? PPC works best when paired with other digital marketing strategies. You will need a solid SEO plan as well as an optimized website that’s set up for success.
  • Are you willing to spend money to make money? There’s no way around the fact that PPC requires a budget. If you’re strapped for cash, then the PPC investment may be too big of a pill to swallow.
  • Do you trust your PPC manager? All of the aforementioned becomes moot if the person managing the PPC account isn’t an expert. PPC is a competitive game, and if the person managing the account isn’t adept at the intricacies involved, it becomes easy to waste a lot of money—and fast.

 

Keys to Success

Still interested? Want to know exactly what it takes to build a successful PPC campaign? When it comes down to it, there are three distinct phases of creating and maintaining a well-run PPC account: the build-out, ongoing management and optimizations, and reporting.

The build-out of the account is the first step when starting/reworking a PPC account. The process starts with using any existing data and keyword research to create a list of keywords that you think will put your ads in front of the right eyes. From there, it all comes down to one word: organization. You want to organize your keywords into appropriate ad groups and campaigns so you know exactly where to find each keyword. A best practice is to organize campaigns by locations people may search for and organize ad groups within those campaigns by key features of the properties in question. For example, if someone were to google “Mission Beach San Diego beachfront home rentals,” I’d know the ad is coming from the “Mission Beach” campaign in the “Beachfront Homes” ad group.

There are many reasons proper organization is important to the initial build. For one, it allows you to tailor your ad copy specifically to what individual users are searching for. You can customize location (because you know exactly what location they are searching for), and you also can customize specific wording in the ad and what landing pages users are sent to based on the more specific details included in their searches. In addition, proper organization will make optimization of the account much easier moving forward. You will know exactly how “beachfront” searches perform in comparison to “ocean view,” and it will be easy to allocate budget based on that information.

Other important parts of the initial building phase include making sure your conversions are being tracked properly, that you’re utilizing as many ad extensions as possible, that your remarketing lists and remarketing campaigns are set up correctly, and that your ads look professional and, therefore, will result in clicks.

Once the initial build is approved and running, the next step is the ongoing management and optimization of the account. The goal is to have the account running like a fine-tuned, well-oiled machine. With all the pieces in their correct places and conversion tracking working correctly, accurate data will begin to funnel in immediately. After you’ve compiled enough data you can begin to act based on those results. You can adjust bids so that you’re spending more for top-performing keywords and less on the ones that are lagging; you can add negative keywords to the account to ensure that you’re eliminating as much wasted spend as possible; you can adjust ad copy so that you’re focusing on the messaging that resonates most with searchers; you can make time-of-day and day-of-week bid adjustments so that you’re bidding most when users are most likely to book and bidding less during down times; and you can adjust bids on devices, ensuring that mobile performance is being maximized as opposed to being grouped with desktop. There are unlimited ways to optimize an account, which is why ongoing management is so important for success.

The last step in a creating successful PPC campaign is accurate, reliable reporting. By reporting on your results on a weekly or bi-weekly basis, you can better understand how the account is performing and spot any trends. It also makes it easier to pinpoint any issues with the account. By laying out the data in a consistent, easy-to-understand way, you can see if the account is headed in the right direction. The following are the best ways to set up campaign reporting:

  • Dynamic Call Tracking: The phone number will pivot based on the origin of the user. This is critical for tracking inbound calls. Simply run a report and pair the phone numbers with guest reservation folios.
  • CallRail.com
  • Calltrackingmetrics.com
  • NAVIS
  • Google Analytics Ecommerce: Echoing values into Google Analytics is critical to determine true ROI via online booking. It’s best to organize values by room rent/taxes/fees—all by order IDs. Then you can take total room rent minus management fee percentage and PPC expenses for ROI.
  • Generic Goals: A few things you might consider creating include total reservations, property inquiries, “Contact Us” page form fills, and “Property Management” page form fills (assuming you want more inventory).

 

Conclusion

The choice of whether to enter the PPC world is yours. For some, it’s a huge boon to their business, helping to sell out during busy periods and increase bookings during slower periods. Some of our biggest property managers spend upward of $500,000 on PPC ads yearly, bringing in thousands of bookings and millions more in revenue. Others spend as little as $1,000 per month, yet they still receive a boost in bookings and dozens of monthly property management leads.

As long as you keep your expectations in check and the account is properly managed, PPC can be one of the best ways to generate additional bookings and improve your company’s bottom line.

5 Pro Tips to Maximize Your Email Marketing

0

Effective email marketing is a cash machine that can help you print money at the precise moment your company most needs it. However, for many companies, the email marketing machine is broken, in need of maintenance, or doesn’t even exist.

Investing time and resources into email marketing in an effective manner is something most successful businesses do. Why? On average, a company produces $38 for every dollar invested in email marketing.

If you are looking to reduce your dependency on third-party listing sites and paid ads, you owe it to yourself to start implementing these tips today!

1. Gather Emails

No matter how good your offer is, you must have a list of potential customers or the offer will fall flat. The first step of successful email marketing is developing a large database of targeted leads.

If you are new to email marketing, a good starting point is to create a spreadsheet with all of your past and potential guests (recent inquiries). The sheer number of people that you have already interacted with will likely surprise you!

Although you already have enough email addresses to get started, you need to employ proven strategies to grow your list. One great strategy is to use the combination punch of an impossible-to-miss opt-in form with an ethical and attractive bribe.

Does this sound too complicated? It’s not. All you have to do is create a simple pop-up ad on your website using a service like Sumo that encourages your website visitors to provide their email addresses in exchange for something of value. Once they provide an email address, you will automatically send them an insider guide to your destination, property discount, or something else of value.

Now that you have a list of emails, it’s time to turn that list into real reservations and cash.

 

2. Warm up Your Email List Using Facebook Ads

Most businesses don’t immediately nurture each email they collect. Instead, the list of email addresses sits in a spreadsheet gathering virtual dust. Then, out of the blue, a bored marketing manager decides to send a one-off email six months later.

See the problem with this approach? If you have not communicated consistently (see tip #5), your recipient may be confused as to why you are emailing them and mark this as spam. If too many people do this, you may get banned by your email provider and the majority of your emails will land in spam folders.

The good news is you can leverage a cheap Facebook ad and exponentially multiply the effectiveness of your email campaign. This is especially relevant with a “cold” list that you warm up.

First, create a custom audience by uploading your email list. Now, you have an ultra-relevant Facebook ad group that you can target with the accuracy of a sniper. Next, create an ad that takes the user to an incredible piece of noncommercial content that sells the idea of a vacation with you. Finally, after they have been exposed to your branding, ads, and content for several days, send your email.

Practical Example:
A potential guest opted in over six months ago, but has not received a single email from a Kauai property management company. When this potential guest is on Facebook, she begins to see the brand’s logo and various pieces of content. A few days later, she clicks on an ad that takes her to a beautiful piece of content about several hidden beaches near Kauai’s north shore. Finally, she gets an email from the management company, which now seems familiar. Even though she was initially a cold lead, Facebook targeting warmed her up, and she now recognizes the brand.

 

3. Use Persona-Based Email Marketing to Increase Effectiveness

The majority of companies use terms like “email blast,” “hit the list,” or “spray and pray.” Instead of using the precision of a scalpel, this is the marketing equivalent of bringing a chainsaw into the operating room.

Each email address represents a person with individual characteristics and needs. If you choose to treat all of your email addresses identically, you choose to have lower conversion rates and profits.

The first baby-step toward persona-based marketing is segmenting your list by major attributes. Here are a few of the major attributes that you should consider segmenting by:

  • Property Size
  • Property Value
  • Visit Season
  • Pet Ownership
  • Visit Purpose

Imagine Linda Triche is the lead-traveler for a 40-person family reunion at the beach every July. This is a high-value, large-property lead that has specific needs. Do you want to diminish the value of your emails and product by sending emails with winter specials? Probably not.

Now that you have segmented your list, your chances of converting Linda are exponentially higher than before. Through some basic list segmentation, you can present her with a guide to planning a family reunion at the beach that features several large properties that meet her needs.

This takes work to set up and automate, but when fine-tuned, it will produce conversion rates 50 percent higher than the industry standard!

Don’t operate with a chainsaw. Instead, use persona-based marketing for scalpel-like precision.

 

4. Help Your Customers

The purpose of email marketing is to sell. We all want to make money. Unfortunately, most marketers stick out their greedy hands begging for money without understanding how to effectively sell to someone.

According to Google’s research, there is a precise moment that a person is researching a product AND is simultaneously ready to purchase it. Oftentimes, the individual was not even planning on purchasing a product, but the brand effectively transitions the consumer from knowledge-seeker to purchasers by educating them.

To more effectively accomplish this, you must understand the consumer’s pain point and solve it. This can be achieved by combining your intimate knowledge of your destination and properties with your understanding of the traveler’s attributes (see point #3 above).

Although they may look very personal, we must create templates that solve the needs of our common personas. The templates should feature custom-crafted pieces of content that solve common problems for that demographic.

Imagine anticipating a customer’s needs before they do! If John mentions bringing his pet in an inquiry or email, we can be pretty certain he is much more likely to book a pet-friendly rental than one that prohibits pets. However, merely including pet-friendly rentals in our response is not enough.

Instead of in-your-face selling tactics, we need to help John by providing hyper-relevant content based on his needs. We can provide a list of dog-friendly restaurants, give him a recommendation for a doggie day care, or tell him about a local dog park. In this manner, we have solved his problems and established our company as an area expert.

To positively influence your customers’ buying decisions, you must provide selfless help. Remember, the brand that helps the consumer most effectively is likely to gain the customer.

 

5. Stay Consistent

When a brand sends emails sporadically and infrequently, the subscribers are less likely to

convert and often have a lower lifetime value. In addition, the subscribers are more likely to unsubscribe, complain, or identify it as spam. This combination both proves and accelerates a negative trend that can stall your email marketing efforts permanently.

How often should you send email? The ideal frequency varies based on the list demographics and needs, but two to three emails per month is a great starting point for most companies. However, remember that your emails should not be self-serving; instead, they must provide value to the end-user.

Consistency takes work; however, the cost of inconsistent and low-quality marketing with less-than-optimal results is something none of us can afford!

 

Final Thoughts

Per world-renowned marketing and business development expert Jay Abraham, there are only three ways that a business can experience growth:

  1. Increase the number of customers – turn prospects into profit
  2. Increase the value of each purchase – maximize the profits per transaction
  3. Increase the buying frequency – convince customers to purchase more often

By making small gains in each of these three areas, your business will experience impressive growth! The email marketing strategies outlined above are guaranteed to maximize the business growth methods and drive results.

 

About David Angotti

David Angotti is a serial entrepreneur who founded and exited an EdTech startup, consulted with Fortune 100 brands, wrote for Search Engine Journal, and recently sold one of the fastest growing property management brands in the country. He is laser-focused on developing SmokyMountains.com into the premier niche listing site in the country.

David’s primary strengths include business development, branding, high-level marketing, search engine optimization, and public relations. In addition to his business background, he was a commercial pilot and is certified to fly the fastest passenger jet in the world.

Hotels Work to Regain Business Lost to OTAs

1

Major hotel chains are engaging in an online turf war with the very travel sites that have helped drive their businesses.

Marriott International Inc., Hilton Worldwide Holdings Inc. and InterContinental Hotels Group are using extensive marketing campaigns to claw back business from Expedia Inc., Priceline Group Inc. and other travel-booking sites, which steer customers to hotel properties but also take commissions of up to 30% for each reservation. The chains are starting to treat these sites less as valuable business partners and more as gatekeepers standing between them and their customers.

Many large hotel brands are offering lower nightly rates and other perks to loyalty members who book directly through their sites instead of online travel agencies.

The industry effort faces an uphill climb, however, as travel portals have become ubiquitous tools for planning a trip. Online travel agencies were responsible for $99 billion worth of world-wide hotel bookings last year, according to travel industry-research group Phocuswright.

A survey conducted by travel-data firm Adara Inc. showed that 52% of U.S. travelers between the ages of 18 and 34 prefer booking hotels through online search engines as opposed to brand websites, compared with 37% age 35 and older. Younger travelers are also less likely to participate in hotel-rewards programs, the survey found, raising questions about how much brand loyalty matters to price-sensitive customers. Many prefer third-party sites because they show an array of options and allow customers to package airfare or car rentals.

“I always want to find the good deal, and see what all my options are first,” said Nicole Leffew, 28 years old, a bartender and fashion blogger from Ohio. She said she rarely consults the hotels’ websites because she feels “they don’t have that much.”

The new battle is the latest episode in a two-decade “frenemy”-style relationship between online travel agencies and the hotel industry. Sites such as Expedia and Priceline were crucial for hotels during down periods such as after 9/11, but they have gradually eaten into the share of overall bookings ever since.

For major airlines, the battle with booking portals isn’t as pronounced since there are far fewer airlines than hotel chains. But hotels are facing a conundrum that frustrates many industries in the internet age, from Hollywood to the music industry: Online middlemen deliver a vital stream of customers, but end up taking a cut of profit. The 10% to 30% commissions that online travel agencies charge for each night represent an expensive customer pipeline for hotel owners who already pay fees to major brands such as Hilton and Marriott.

Commissions associated with online travel agencies cost the U.S. hotel industry an estimated $4.5 billion for the 12 months ending last June, according to research from hotel industry consultant Kalibri Labs.

“It’s always been a thorn in our side,” said Mark Ricketts, president and chief operating officer of McNeill Hotel Co., which owns and operates more than a dozen Hilton- and Marriott-affiliated hotels in seven states.

Chris Silcock, Hilton’s executive vice president and chief commercial officer, said a goal has been “educating customers” and changing their behavior. “There had been this perception that to get the best price, you book through a different channel than going direct,” he said. “That’s never actually been the case.”

Hotel bookings are the biggest source of growth for online travel agencies. Last year, the value of hotel bookings through third-party travel agencies in the U.S. grew to $31.4 billion, surpassing direct hotel online bookings for the first time since the data was tracked beginning in 1998, according to Phocuswright. The sites spend heavily on marketing: The more than $8.5 billion spent globally on sales and marketing by Expedia and Priceline Group alone last year is likely on par with the entire world-wide hotel industry, the group estimated.

Hotels have responded with advertising campaigns such as “Stop Clicking Around,” Hilton’s largest-ever marketing effort, and Choice Hotels International Inc.’s “Badda Book. Badda Boom” effort.

Brands have been tweaking their loyalty programs to extend immediate benefits to casual travelers, not just frequent business travelers.

Hilton earlier this year began allowing its points to be used toward Amazon.com Inc. purchases, and Choice Hotels, which operates the Comfort Inn and Quality Inn chains, allows customers to redeem points for Starbucks gift cards and gas discounts. Brands are also offering certain services, such as free Wi-Fi or the ability to choose a room, only to customers who book direct.

Brian King, global sales officer at Marriott International, said the goal is to convert casual customers into loyal guests who “stay the most, and they pay the most.”

Online travel agency executives said their platforms draw customers who might not otherwise think to book with a particular chain.

“Free is best. Everyone would like people to come direct to their business,” said Glenn Fogel, chief executive of Priceline Group. “That’s not the way the world works, though.”

Expedia CEO Dara Khosrowshahi added: “We just want to get you to the right hotel, whereas the chain wants to get you to their hotel.”

Kerry Ranson, chief development officer of HP Hotels, which manages more than 40 hotels for Hilton and others, said the biggest unknown is whether new loyalty members actually return. “Do those become truly active members, or are they one and done? They did it just to get the cheap rate,” he said. “That’s what’s still left to be played out.”

Write to Chris Kirkham at chris.kirkham@wsj.com

Rentivo acquires Klik.Villas

0

Rentivo, a holiday rental booking management, payment provider and marketplace builder has acquired Klik.villas a complimentary booking management software provider with associated marketplaces and sales & marketing services specialised in the Asian markets.

Rentivo which recently raised on Crowdcube to refactor and expand its product range sees this rapidly developing rental market polarising further into refined segments and specialities, with different accommodation types, experiences, demographics and geographical distinctions.  Klik has specialised in the Asian markets since its inception and more specifically the luxury end of this market, these are two very distinct and increasinglypromising market segments.

Rentivo has always positioned itself as an advocate of direct booking and aligning itself with the manager’s business direction, not just adopting guest-centric OTA’s.  “Despite all the recent noise by hotel chains, no one realistically expects the OTA’s to go away” said Richard Vaughton, co-founder and CEO “and for any sensible volume business, they will feature as part of the marketing mix. It’s how and when they are used that makes the difference and what else can be brought to the table to build brands and income”.

He goes on to add, “We still see the growth of niche verticals in this market as a  significant trend, such as Squarebreak, Onefinestay & Luxury Retreats. These are hard for the major corporations to focus on and integrate as “rental consumables” and may go some way to explaining the recent investments in, and acquisitions of, these businesses by Accor hotels and Airbnb. The Klik.Villas acquisition makes real sense to us, accessing a growing market, adopting contracts and adding a significant inventory focusing at the luxury end of the rental market with a really experienced team”.

Marc Ribail, co-founder of Klik.Villas says that: “Combining technical resources, increasing quality inventory from managers and refining the business model that suits the personal nature of villa marketing is our core objective”. He goes on to add, “the luxury end of the market where much of our business lies, is very topical but hard to automate and requires a depth of knowledge and resources unavailable to many who may wish to enter this sector. This focus also opens up opportunities to align with a hotel brand  that may wish to enter the top end of the market”

The combination of resources, skills and knowledge is far larger than the sum of its parts and allows further market penetration. It adds impetus to the adoption of managers who want to work with a company that concentrates on their business as much as the guests demands.

AHLA lobbying effort influences Elizabeth Warren and Diane Feinstein to take on “concerns about the short-term rental industry”

2

The American Hotel & Lodging Association (AHLA) is in the process of implementing a proactive strategy to rein in professional short-term rental operators.

According to a AHLA policy document, the hotel association took credit for lobbying Senators Elizabeth Warren (MA), Diane Feinstein (CA), and Brian Schatz (HI) to take action.

AHLA: “After working closely with AHLA for several months, Senators Brian Schatz, Elizabeth Warren and Dianne Feinstein sent a letter to the Federal Trade Commission (FTC) in July raising concerns about the short-term rental industry with respect to housing costs, racial discrimination, consumer protection, community safety, and inconsistent tax compliance. Further, the Senators requested the FTC to provide data on the degree to which the short term rental industry is comprised of commercial operators. The letter highlights our strategy of pushing for transparency while calling out the public policy issues and the need for a level playing field. Senator Warren’s status as one of the most prominent lawmakers among progressive activists has helped mobilize additional grassroots and political support.”

Leaked by the New York Times, below is the document of the minutes of the AHLA’s board meeting outlining the plan to keep Airbnb at bay as a “multipronged, national campaign approach at the local, state and federal level.”

 

AHLA Strategy

SHORT-TERM RENTALS

AHLA Position: AHLA believes that there should be a level and legal playing field within the lodging sector, and that regulations and taxes with respect to short-term rentals should be strictly enforced. We support the rights of property owners to occasionally rent out a room or their home, but commercial operators within the short-term rental industry should not be allowed to operate outside of the law.

IMPACT

AHLA continues to move the needle in key areas for short term rentals, working with a broad coalition of affordable housing advocates, community groups, neighborhood associations, labor, and other progressive entities. Notable accomplishments from this year include:

  • New York – The New York State legislature passed, and the Governor signed, a precedent-setting bill impacting Airbnb?s largest U.S. market. The legislation strengthens existing law (applicable only in New York City) that prohibits short-term rentals in multi-unit dwellings unless the permanent occupant is home during the rental. The new law prohibits the mere advertising of such rentals (as opposed to an actual rental transaction) which will help with enforcement of the un-hosted rental prohibition. AHLA provided resources and support to the Hotel Association of New York City and other parties advocating for this legislation.
  • Chicago – AHLA, along with the Illinois Hotel Lodging Association, played a pivotal role in thepassage, in July, of an ordinance in Chicago that heavily regulates short-term rentals. Chicago was the first major US. city to take action. Among the notable provisions are a 4% surtax on short-term rentals levied in addition to the regular hotel occupancy taxes, as well as a provision that allows apartment and condo buildings to prohibit short-term rentals by registering with the city. To date, more than 700 buildings in Chicago have opted out of short-term rentals.
  • San Francisco – Working with our state and local partners, AHLA has been actively engaged in the San Francisco debate. In June, the Board of Supervisors passed important enforcement legislation that prohibits short-term rental platforms from listing rentals that are not properly registered with the City. More recently, additional legislation has been introduced that would establish a 60-day annual cap on all short-term rental units. Under current law, “un-hosted” rentals are capped at 90 days per year, while “hosted” rentals are not capped. In addition to lowering the caps, this provision will make the cap more enforceable, because it is difficult to for authorities to discover and demonstrate that the permanent resident was not home during a rental. We are hopeful that this legislation will be approved by the Board of Supervisors in the coming weeks.
  • Los Angeles – The City Planning Commission released a draft ordinance in the spring that includes a prohibition against non-owner occupied rental units, a prohibition on short-term rentals operated out of rent-stabilized housing units, registration requirements for hosts, data collection requirements, and a hard cap on the number of days per year a host can rent out their residence. AHLA continues to work with our state and local partners to push for City Council action before the end of the year, which looks likely.
  • State Action – This year, working alongside our partners, we have been successful in key states Virginia, Tennessee, and Utah) in stopping Airbnb-backed pre-emption bills. We also worked to improve an Arizona bill that unfortunately provided some degree of preemption from local legislation. Several state legislatures have created interim study committees that will produce recommended legislation for the 2017 sessions, and AHLA has been actively engaged in those discussions.
  • Federal Conversation – After working closely with AHLA for several months, Senators Brian Schatz, Elizabeth Warren and Dianne Feinstein sent a letter to the Federal Trade Commission (FTC) in July raising concerns about the short-term rental industry with respect to housing costs, racial discrimination, consumer protection, community safety, and inconsistent tax compliance. Further, the Senators requested the FTC to provide data on the degree to which the short term rental industry is comprised of commercial operators. The letter highlights our strategy of pushing for transparency while calling out the public policy issues and the need for a level playing field. Senator Warren’s status as one of the most prominent lawmakers among progressive activists has helped mobilize additional grassroots and political support.
  • Research and National Narrative – AHLA continues to change the narrative of the short-term rental debate toward the predominance of commercial operators on Airbnb and other sites through the dissemination of research performed by Penn State and funded by AHLA and AHLEF. In addition to the national report first released in January, we released city-specific reports in 14 markets throughout this year. Working with our partners, AHLA also stood up AirbanATCH.org, an online portal dedicated to gathering stories of short-term rentals harms and highlighting Airbnb?s lack of transparency. AirbanATCH has become an active coalition of diverse organizations, all working to ensure responsible short-term rental regulation.

 

BACKGROUND

Airbnb has grown exponentially in recent years and has an estimated market cap greater than any hotel company, and although it is the largest player in the short-term rental market, it does face competition from HomeAway (now owned by Expedia), Flipkey, and others. Policy debates are taking place around in the country in cities of all sizes, as well as in state capitals, and increasingly in Congress, about the appropriate regulation and tax collection for short-term rentals.

 

2017 SHORT-TERM RENTAL STRATEGY

Objective: Build on the success of 2016 efforts to ensure comprehensive legislation in key markets around the country and create a receptive environment to launch a wave of strong bills at the state level while advancing a national narrative that furthers the focus on reining in
commercial operators and the need for commonsense regulation of short-term rentals.

To accomplish our objectives, we are focused on the following key strategic imperatives:

  • Build on the national narrative that commercial operators are driving a large portion of revenue for short-term rental companies like Airbnb by advancing new research to keep the story in the news and these entities on the defensive;
  • Continue to actively coordinate with state and local hotel associations, along with affordable housing, neighborhood and tenant groups, consumer groups, labor and others to drive common sense laws forward in key cities and states;
  • Aggressively counter Airbnb?s “we’re just helping the middle-class make ends meet” narrative with a wave of personal testimonials of consumer harm through a “My Neighborhood” paid and social campaign;
  • Advance federal legislative efforts to level the playing field in specific areas and push back on Airbnb’s offensive within the Beltway;
  • Build a case for allies to dismiss potential litigation threats; and
  • Advance work with Attorneys General to encourage action and/or enforcement in their jurisdictions.

Research: To drive earned media, AHLA plans to roll out research that builds on the foundational data we compiled this year in conjunction with Penn State University, which revealed the rise of commercial operators. Topics under consideration are as follows:

  • Rutgers discrimination report: This research, which illustrates discrimination and lack of accessible short-term rentals for those with disabilities will have spillover effects into 2017 as we work with our partners to use this data to advocate for enforcement actions and regulatory changes.
  • CBRE studies on “Millionaire Airbnb Landlords” and taxes owed by Airbnb: This research will shine a spotlight on the individuals who are the most egregious commercial operators in key markets to then be used to re-engage media who are looking for a new angle. The second part of the research will focus on examining Airbnb’s true tax obligation in select markets to illustrate that, in many cases, it’s not paying its fair share.
  • Florida International University study on safety and security: This research will support our fundamental argument about the harms that short-term rental companies pose to consumers and communities, and provide data to buttress testimonial campaign.
  • University of North Carolina short-term rental legality survey: This research will provide important information to advance our State AG enforcement efforts as it will highlight where short-term rentals are currently illegal and what laws are being violated.
  • Select Penn State commercial operator reports: We will update the existing report to provide fresh news hooks for upcoming key markets (Boston, D.C., Miami, as well as major cities that continue to grapple with the right solution Honolulu, New Orleans, Portland, OR)

Testimonial Campaign “My Neighborhood: To provide a counter-weight to Airbnb’s strategy of presenting a unified, working-class face, a cornerstone of the 2017 communications strategy will be our own testimonial campaign. We will harness the countless stories of real people across the country who have been negatively impacted by short-term rentals in their neighborhoods, whether it?s the working teacher whose apartment complex is overrun by drunken tourists, to the tenants who are evicted so their landlords can create an illegal hotel, these stories will resonate more profoundly with stakeholders and allow us to tap “ambassadors” for key campaign milestones. To accomplish this, we will:

  • Secure video footage of the individuals telling their personal story, shot in a similar style and consistent format, and produce short, compelling narratives that can be woven together into a geographic-agnostic message highlighting the harm that is being done to their communities.
  • Aggressively pursue leads from aggrieved individuals around the country and identify stories of harm caused by illegal hotels and commercial operators to neighborhoods.
  • Once the stories are developed, the deployment and amplification opportunities are substantial. They can be put out on multiple platforms and through multiple channels, including on social media, through broadcast (TV and radio), in static displays (bus shelters, billboards, print). Additional traction can be gained by making the individuals available to print reporters for quotes, at press conferences and media availabilities and broadcast interviews and other key stakeholder meetings at all levels of government.

Federal Legislation Enforcement: As short-term rentals and the “sharing economy” increasingly permeates the Beltway conversation, AHLA plans to press our position, either ourselves or through our allies, utilizing Congress and the legislative process. To that end, we have developed multiple legislative ideas, detailed below, that will also be an important mechanism to help us defend against messaging and initiatives by Airbnb or Expedia (on behalf of its subsidiary, HomeAway/VRBO):

  • Federal Worker Illegal Hotel Ban  Not allow federal workers on official travel to stay in short-term rentals that violate local law.
  • Federal Worker Fire Safety – Ensure that short-term rentals are subject to the Hotel-Motel Fire Safety Act. At least 90% of room nights purchased by federal workers must be in lodging that is on the FEMA fire-safe list, which means they meet basic fire safety requirements.
  • Americans with Disabilities Act (ADA) – Revise the ADA statute or ADA regulations to subject certain commercial operators of short-term rentals to ADA requirements.
  • Discrimination – Urge to report on the application of civil rights laws to short-term rentals or investigate potential violations.
  • Subsidized Housing – Prohibit or enforce restrictions on short-term rentals in any federally subsidized residences.
  • Tax Collection – Adjust rules for 10995 to ensure better income tax compliance by hosts.

Legal Response: Airbnb has filed or threatened lawsuits against several local and state ordinances claiming protection under the first amendment and a federal statute called the Communications Decency Act, specifically Section 230 of that Act. Airbnb claims it cannot be liable for policing its hosts, even with respect to the simplest of regulations such as outright bans on short-term rentals or licensing requirements. Holding Airbnb and the other short-term rental companies accountable is crucial, given the difficulty in enforcing the rules host by host, and our efforts for 2017 are focused on the following:

  • Arming allies with arguments as to why these lawsuits are flawed in order assuage the fears of legislators who are considering legislation but are reticent to have their policies challenged in court;
  • Identifying academics to publicly express doubts about Airbnb?s legal claims;
  • Engaging the copyright holder community which has similar concerns with an expansive interpretation of the and
  • Evaluating whether an amicus brief is warranted and feasible.

State and Local Engagement: At the outset, first priority will be to get the job done in outstanding major metro markets that we have previously identified as critical: Los Angeles, San Francisco, Boston, Washington D.C. and Miami. Further, while we will be encouraging state lodging associations to push legislation at the state level across the country, our targeted efforts, and greatest resource focus, will be on states and localities where we believe the right political conditions exist for us to push legislation across the finish line and that could be considered precedent setting.

Today, these state target include (but are not limited to): Maryland, Michigan, Ohio, Colorado, Louisiana, Indiana, Hawaii, Florida, Massachusetts, NewYork State, Virginia, and West Virginia.

In contrast, in certain states, primarily those with Republican legislative majorities, AHLA will be focused on stopping Airbnb’s efforts to pass statewide preemption language that would prohibit local municipalities from enforcing local zoning laws to restrict short-term rentals. Today, we believe these states are the most vulnerable to such legislation: Texas, Florida, Georgia, North Carolina, Utah, and Virginia.

Given the massive resources of Airbnb and other short-term rental companies to invest in every state and local battle, AHLA will also be focused more broadly on monitoring legislative activity. Building on this year’s early warning system with the state lodging associations, we want to make sure Airbnb doesn’t introduce harmful pre-emption bills or try and push tax collection only without our side mobilizing.

With the state AGs, we will build on the foundation from this year where we educated multiple AGs about the impact of short-term rentals on tax revenues, affordable housing, discrimination, and public safety. We will aggressively push state A65 to investigate short-term rentals that are
in violation of existing state law. Additionally, we will encourage them to become advocates with their legislatures to encourage enactment of new laws that will allow them to better enforce short-term rental activity in their states, as well as engaging them in the unfolding litigation landscape where possible.

Asheville vacation rental inventory drops 25% in response to crack down on illegal short-term rentals

0
Asheville, NC

Visitors to the Asheville area looking for a short-term rental may have a more difficult time finding a place to stay.

The total number of available short-term rentals within city limits has dropped by nearly 25 percent since November of 2016, according to a report released by the city earlier this week.

The reduction is a direct result of increased efforts to locate illegal short-term rentals within the city limits. In November of 2016, the city hired 3rd party Host Compliance for their address identification service, which assists the city in locating short-term rental violations. Violations issued by the city are up more than 700 percent in the last 7 months.

RELATED | Compromise among Asheville City Council members could allow for more short-term rentals

The increased effort is in response to complaints from residents regarding the quality of neighborhoods and the affordability of rental housing.

When property owners are issued violations, they’re given cease and desist letters and could accumulate fines.

Pete Kuehne owned seven vacation rentals before the city got involved. “They said that if we did not cease and desist we would accumulate fines in the amount of $500 a day for the violation for each house, but we didn’t actually get any fines,” Kuehne said. “We did what they asked us to do, and that was the end of it.”

Kuehne converted some of his properties to longer rentals, sold others, and now operates just one “homestay” property within the city limits.
“We had to do the homestay application, so there was a whole process of writing a floor plan, showing where all the fire alarms were, smoke alarms all that sort of thing” he explained.

Rental of a property within the City of Asheville for less than 30 days is considered “short-term.” Rental of an entire home/apartment on a short-term basis is not allowed in residential districts and even some commercial districts. Rental of private rooms within a dwelling on a short-term basis is allowed with a valid “homestay permit.”

Since the city began cracking down last November, homestay permits have increased by more than 400 percent. Those with legal homestays could be seeing a positive impact from the city’s crackdown.

“I do know that we have a lot of demand for this house now that it’s a legal homestay inside the city limits, so this house is doing better than ever now,” Kuehney said.

A map showing homestay permits issued in the city can be found here.

Kuehne said his monthly income took a hit when he had to stop his short-term rentals, but he doesn’t blame the city for doing their job, and now operates a vacation rental management company instead.

“Well, I think the city is trying to respond to some legitimate concerns that citizens have and whether or not the enforcement of the ban on short-term rentals actually achieves that goal, we’ll just have to wait and see,” Kuehne told News 13.

News 13 reached out to the city of Asheville about the report, but a spokesperson told News 13 a representative could not answer questions on camera due to pending litigation.

New Orleans and Chicago see decline in short term rental inventory due to increased regulations

0
New Orleans vacation rental map

Most cities saw continued growth in short-term rentals from May to June, with the exception of the cities that are cracking down on vacation rental properties, according to the AllTheRooms.com Vacation Rental Index.

Total short-term property counts dropped 10.4% in Chicago and 4.5% in New Orleans. The two cities now have laws requiring Airbnb, HomeAway and other vacation rental service hosts to register with the city.

Recently, New Orleans cracked down on Airbnb rentals, sending out more than 400 notices of short-term rental infractions since May 1. While the city is still struggling to enforce the new ordinances, it seems the crackdown might be working to keep vacation rentals off the market.

The drop in short-term rentals is the second monthly decline in Chicago but the first in New Orleans.

Each month, AllTheRooms.com, an accommodations search engine, tracks vacation rental volume, price and booking trends in the top 50 cities around the world and the top 25 cities in the U.S. The index identifies the hottest vacation rental markets, along with trends in accommodation count and type, median rate, and availability based on live data from leading vacation rental websites, such as Airbnb, VRBO, HomeAway and TripAdvisor.

“Chicago and New Orleans stand out among very few cities in the U.S. and internationally that are showing monthly declines in listings,” AllTheRooms.com Co-founder and CEO Joseph DiTomason said. “It’s no coincidence that both cities have recently passed legislation requiring hosts to register, and, in the case of New Orleans, receive a license to rent their home.”

“Whether this will be a short-term blip or a longer-term trend remains to be seen, but it is an important indicator for what kinds of initial impacts new vacation rental legislation can have on the bourgeoning marketplace,” DiTomason said.

PR Example: Educating homeowners and pushing back on OTAs

0

The following article was printed on June 17 in Nova Scotia’s Chronical Herald, features Jayne McCaw, owner of Jayne’s Cottages in Ontario, and provides an excellent example of how property managers are using media outlets to educate homeowners and push back against the rise in booking activity on Airbnb, HomeAway and other OTAs.

 

Rental vacation accommodations challenge Airbnb, HomeAway

Home rental websites like Airbnb and HomeAway have a strong hold on the vacation market in Nova Scotia.

But what if there was an alternative that put an emphasis on the safety and security of the homeowner? Oceanfront cottages in Cape Breton and Hubbards are for rent this summer by owners looking to make some easy cash.

Airbnb, currently being used in more than 191 countries, took off in popularity in 2008 by marketing themselves as a cheap and easy alternative for travellers seeking accommodations.

The homeowner then needs to hand over the keys to their castle to strangers, trusting that an insurance policy of up to $1 million will be enough to cover potential damages.

Jayne McCaw, owner of Jayne’s Cottages in Ontario, didn’t think that was enough. So she started her hotel-like rental business in Muskoka in 2014.

She’d noticed there was a great inventory of available rentals in the cottage-laden municipality, but many owners didn’t feel comfortable putting their own properties on the market.

They wanted someone to look after it for them, making the process safe, simple and easy.

She calls her business a “soup to nuts” service that includes getting to know the owners and coming up with a rental price that suits their needs and meets the requirements of the current market.

“I’m not catering to my rental parties; I’m catering to my owners,” she said.

She has a staff of up to 40 people during the busy months who run the 125 properties in Muskoka.

For each property there’s also a team that cleans it, before and after it is rented, while making sure it meets the owner’s specifications.

“We are doing a security check for the owners, but it’s really disguised as a cleaning for the renters,” she said in a phone interview May 26.

She has recently expanded to Toronto and has up to 15 properties that she is renting out this season. The big city is different because there’s more competition from outlets like Airbnb.

“But there is still a very large market that are looking for their hand to be held during this process,” she said.

People looking to rent a property contact Jayne through the website, after which she will run through a list of questions with them, including the reason they want to rent.

She says her contracts are biased towards the owner, with a security deposit that can sometimes be equal to the total cost of the rental.

For example, a higher-end rental in Muskoka could go for $40,000 a week, which means the security deposit could be close to or equal to that cost.

She does this to give herself and the owners a piece of mind, always insuring them with $5 million in personal liability.

For lower end cottages — like a three-bedroom boathouse on Lake Muskoka that starts at $2,750 a week — she will ask renters for a security deposit of roughly half the weekly cost. A top tier Edwardian, five-bedroom home in Toronto goes for about $30,000 a week.

McCaw also runs concierge services for her Muskoka rentals that include a private chef, boat rentals, fishing tours and massage therapy. All of this comes at an additional cost to renters, with prices available at jaynescottages.com.

She has recently started to expand her business even further, into Florida and Switzerland, and is now starting to look at other major cities across Canada.

Nova Scotia is on her radar, particularly Halifax, as a suitable place to set up shop. Before she expands anywhere, she would likely advertise on her website that she is looking for properties to rent out in the area.

“It’s all about to getting to know the owners of a few properties and then you go from there,” she said.

McCaw said she has cottages that are available for rental all year round, with prices being lower in the off season.

For Nova Scotians looking for a lavish getaway this summer, you’d better act quickly. Muskoka cottages are nearly sold out for July and August this year.

2017 Rutgers Study Suggests Discrimination for Guests with Disabilities on Airbnb

0

A recnt Rutgers University study — based on more than 3,800 Airbnb lodging requests sent by the researchers — suggests travelers with disabilities are more likely to be rejected and less likely to receive preapproval, or temporary clearance, for a potential stay with Airbnb’s hosts.

“Physical inaccessibility may represent a deeper form of discrimination in the built environment, as posited by the social model of disability,” according to the study. “This raises the larger issue of whether Internet-based platforms like Airbnb are expanding services in a way that contributes to or even increases the social exclusion of people with disabilities. Airbnb’s business model, like that of most peer-to-peer ventures, is not to act like a hotel operator capable of handing down mandates to its subsidiaries. It is instead a platform on which a free network of independent contracting homeowners can connect with customers in need of a place to stay. This structure enables Airbnb to avoid laws that would apply to other businesses in the hospitality industry.”

The study suggested the following changes that also apply to the entire vacation rental industry:

  1. Airbnb should ensure that hosts who are covered by the ADA know and follow the ADA standards.
  2. Hosts who list their units as “wheelchair accessible” should be required to follow ADA guidelines on accessibility, and it would be valuable to give hosts more information and the opportunity to list their units as meeting other ADA accessibility standards, such as for blindness.
  3. Enforcement of the new nondiscrimination policy should include specific outreach totravelers who identify as having disabilities to learn about their experiences, and possibly “mystery shoppers” who have been used in hotels to monitor service quality (Ford and Bach 1997; Wilson 1998).
  4. Airbnb should consider on-going partnerships with disability organizations to ensure that the needs of travelers with disabilities are well reflected in their policies, and provide links to disability organizations for these travelers. A set of principles could be developed as has been done with the “Good Work Code” for companies that provide jobs through on-line platforms.
  5. There is a need for further research and robust discussion on how the ADA and other public policies can increase lodging options for travelers with disabilities.

As Airbnb’s practices continue to direct attention from government officials toward the need for more regulation in the vacation rental industry, it becomes more critical for vacation rental professionals to take proactive steps to comply with ADA standards.

Read the entire study here. 

VRM Housekeeping Basics: Taylor-Made’s Joe Refosco Addresses Common Questions and Concerns 

1

“Cleanliness is next to Godliness” is not just an old adage to be taken lightly. You get only one chance to make a good first impression. Cleanliness is one of the most important aspects of the property management business, and it can make or break your reputation. Housekeepers are the backbone of our companies, and their efficiency, knowledge, and loyalty to their profession is extremely vital.

 

Hiring Housekeeping Staff

When Taylor-Made Deep Creek Vacations hires housekeepers, we look for people who take pride in their work, show attention to detail, and are dedicated to doing their very best on each assignment. We deal with and oversee many tasks, and knowing we have the best cleaning staff on the lake makes one less worry for us.

Our housekeeping coordinators spend over 80 percent of their time making sure each home is completely clean and of proper quality. The rest of their time is devoted to preparing schedules, proofing payroll sheets, checking service orders, and updating the laundry department on what is needed for the following day.

 

Communications and Technology

To keep in touch with our housekeepers and vice versa, we have instant status trackers, communication cards, iPads/tablets, and cell phones. Advanced technology has proven to be a real plus.

Communication cards are valuable tools for us because we use them to deal with any issues encountered with inspections or cleanings. We find the cards to be extremely effective when communicating between inspectors and cleaners in the field. Inspectors can inform the cleaners that there are items that need special attention, and housekeepers can inform the inspectors if something is broken, the carpet is stained, or there are similar problems. Staff on the job can call or text if there are any questions or special concerns.

Software that enables communication between the field and the office is a huge benefit. It can indicate how long a housekeeper was at a property, how long a housekeeper took between properties, and when a property is ready for occupancy.

Inspectors use iPads or tablets to check arrivals and departures, and they can enter service orders while at the property, attaching pictures as documentation, which saves a great deal of time and money and allows management to devote more time to other tasks. The upside of easily communicating with team members in the field is the ability to receive a quick response and ability to reach out to anyone to discuss certain situations.

The only downside is that field staff may occasionally rely too much on management to resolve issues instead of trusting their own instincts. Oftentimes, they can come up with good solutions on their own. We empower them to use their own judgment to solve problems in appropriate situations.

 

Training

Overall, we have a great deal of faith in our housekeeping team and their ability to resolve issues independently. Our seasoned staff members assist new employees by training them to our specifications. Our standard home-appearance training video is required viewing for new hires and also acts as a refresher throughout the year for all staff.

 

Early Arrivals

Should guests arrive early and before the home is ready, the housekeeper politely informs the guests how much longer it will take and allows them to place cold items in the refrigerator and put luggage by the entrance, and so on. The housekeeper explains that they cannot occupy the home until the cleaning is complete. Most guests happily comply with this rule.

 

Deliveries and Gifts

Should additional deliveries be needed, such as wine for a VIP guest, birthday balloons, or romance packages, the inspector is responsible for these details. The inspectors also set out the start-up kits we leave for our guests, which include dishwasher tabs, laundry detergent, Palmolive, a sponge, and a roll of paper towels. We do have a separate kit for our elite homes.

 

Troubleshooting

On occasion, unexpected problems arise that are not the fault of the housekeepers but infringe on their allotted time in the homes. For instance, we have experienced incorrectly bagged linens being sent to a home for a scheduled cleaning. The housekeeper has either had to come to the office to correct the mistake or the director has had to deliver the proper linens. This situation is both inconvenient and time consuming. When something goes awry and time is of the essence, we will pull available staff from other departments to pitch in.

If a worker calls in sick or is a no-show, we must reschedule the home to another housekeeping team. During peak season, that can create another all-hands-on-deck situation in which anyone from a manager to a company owner will go to the home to make beds and attend to other duties. Fortunately, this doesn’t happen very often; our team members realize how important it is to fulfill their responsibilities.

Our job is all about having realistic expectations for the housekeepers, homeowners, front office staff, and, of course, our guests. We strive to provide the best experience for everyone involved. Our team members are always encouraged to do their best, and we reinforce them with ongoing education. Regular, focused meetings between managers and team members provide opportunities to acknowledge their strengths and identify where they may be able to make improvements.

 

Callbacks

Callbacks are the biggest challenges for the housekeeping team. In an effort to be fast and efficient, housekeepers may sometimes overlook attention to detail. When a cleaning does not meet our company standards, housekeepers receive a callback and must go to the home to correct anything that is not up to par.

Callbacks also can cause tension between the inspectors and cleaners, especially if a callback was not a “true” callback. We are working on having the inspectors make sure a deficiency is not something they personally can do within fifteen minutes and lessening the tension by conducting team-building and dual-department meetings. A friend mentioned doing “housekeeping Olympics games,” such as running with a mop bucket, throwing an old vacuum, and stuffing a large pillow in a small pillow case, before and during the season, which all sounded like fun.

 

Prioritizing Housekeeping

The backbone of any business must be strong and reliable. Too often, housekeepers are put on the back burner in a company because they are not in the office eight hours a day and sometimes become the forgotten players in the game. At Taylor-Made, we respect our housekeepers and reward them in many ways for excellent work. The title of “Housekeeper of the Week” is awarded to those with outstanding cleans. Nominations come from inspectors who feel particular cleaners went above and beyond with their efforts. This award fosters better relationships between departments.

Housekeeping team meetings always include an element of fun. We play games with prizes such as new vacuums and gift cards, which are extensions of our overall company culture that promotes a “work hard, play hard” philosophy. Throughout the year, we host events such as our soup cook-off, summer kickoff party, and photos with Santa. These get-togethers offer chances for all departments to interact with one another and remind housekeepers that they are appreciated and integral to our team.

We consider ourselves very fortunate to have such a great team overall, and we are especially appreciative of our seasoned housekeeping crew.

 

About Joe Refosco

With over 25 years in the hospitality industry, Joe Refosco has been involved with vacation rental management for more than 11 years. His experience is varied with focuses that include hot tub and pool service, laundry layout and daily functions, housekeeping, maintenance, general management, and property service programs with renting and non-renting homes.

Joe has been instrumental in developing two different laundry facilities from the ground up both of which produced a return on investment within two years. A leader in efficiency, he has streamlined processes and services to better meet the needs of guests and owners. His efforts have made profit centers out of departments that normally see a flat or subpar performance.

He started Taylor-Made Deep Creek Vacations & Sales with his wife, Jodi Refosco, and brother-in-law, Chad Taylor in 2008. Together, they have grown the company to become the largest vacation rental management firm in the Deep Creek Lake area with over 350 homes and 125 non-vacation rental homes. Joe is the President of the Vacation Rental Housekeeping Professionals and strives keep our industry on the cutting edge for housekeeping, maintenance, and laundry.

Follow the Wall: Vacation Rental Housekeeping Tips

0

One of the foundational pieces of an outstanding housekeeping routine is the discipline to follow the wall. When I learned this principle it was a professional life changing experience and I encourage you to follow it as well for ultimate success in your turnovers.

This principle has served me well when I clean and when I inspect during a changeover. Essentially, it is just using the wall as the roadmap for the cleaning practice by literally touching the wall as you move through the property. It ensures that every part of the property is looked at in a systematic and orderly way, including the closets, cabinets, under furniture, and behind doors.

In the hospitality industry, both the housekeeper and then the inspector practice following the wall. When following the wall, either to clean the property or to inspect it, there are several things to remember.

1. Scan from top to bottom as you move through the property.

In other words look start looking at the top corner of the wall and continue all the way to the bottom of the base board.

2. Use furniture, counters, or differences in flooring to create invisible walls.

This ensures you check every part of the property. (If you don’t do this you risk missing kitchen islands or the furniture in the middle of the room.

3. When checking dressers or cabinets, start scanning at the bottom and work your way up.

This allows for a more efficient flow around the property.

4. If there are multiple levels to a property work on each floor as its own section.

 

5. Finish the route in the kitchen (or at least have the kitchen as close to the end as possible).

The location of the kitchen which is where you will be finishing shall determine which hand you will follow the wall with.

Following this pattern creates a repeatable process that allows for quality and speed to follow as the work is completed.


Durk Johnson has over 15 years experience as leading authority in the vacation rental housekeeping industry. Currently he serves as the executive director of Vacation Rental Housekeeping Professionals (VRHP), a national organization that specializes in housekeeping principles and procedures. To learn more about VRHP visit www.vrhp.org.

Before VRHP, Durk worked with vacation rental companies from the snow capped mountains of Park City, Utah to the sugar white sand beaches of Gulf Shores, Alabama to the countries of New Zealand, Spain, Chile, and Italy. You can read more of Durks’s cleaning and housekeeping posts on his bi-weekly column on the Properly blog.

A Newcomer’s Top Takeaways from VRM Intel Live Portland

0

On a recent June afternoon, I attended my first VRM Intel Live conference. The location couldn’t have been more bucolic: the McMenamin’s Edgefield, a historic 74-acre wonderland just east of Portland, Oregon.

During my 7+ years at Expedia, I had the chance to attend a number of domestic travel trade shows like Phocuswright and EyeForTravel. I even attended a few overseas, like ITB in Berlin and the World Travel Market (WTM) in London. This was my first experience at a Vacation Rental Managers (VRM) conference, and over the next eight hours, I wore my pen out taking notes.

There are over six thousand VRMs in the U.S. All of us are trying to find better ways to serve our homeowners, take care of our employees and grow revenues.

And we’re doing it in a vibrant, rapidly evolving space, with shifting regulatory environments, digital marketing acronyms and a constant influx of new technologies to absorb. There are now drone tours of properties. Seriously. Drone tours!

I’m not sure what your first VRM conference was like, but mine was an incredibly valuable opportunity to learn, drink good coffee and make connections. Also, one of the vendors was giving away free pens…

What did I learn? Great question. Here are my top 7 takeaways from VRM Intel Live Portland:

  1. Housekeepers are the heroes. Successful VRMs seem to all have one thing in common: They take care of their staff. This doesn’t happen by accident. It takes hard work and managerial chops. Nurturing those environments is a competitive advantage. Heart matters.

  1. This is a rapidly growing industry, but longevity matters. As Amy Hinote, the powerhouse organizer behind these events noted in the Spring 2017 edition of VRM Intel magazine, outside of AirBnB, $1.46B has been invested into this space since 2011, but the companies that received that capital haven’t all fared well. Ten companies that received funding ($78.1M) have shut down operations. Another nine companies ($94.2M) have rebranded or pivoted business models. The recurring message: pick strategic partnerships wisely.

  1. For all of us, it makes sense to focus on what you’re great at — whether it’s taking care of guests or online marketing — and find partners to help with the rest. Jim Collins, author of Good to Great, called this the Hedgehog principle. Not a particularly attractive animal, but… the concept makes sense in the vacation rental management space.

  1. Over and over I heard attendees talking about how important it was to execute on the basics. “You can’t know everything…You have to focus on your properties and guests.” I know that Vacasa spends a lot of effort focusing on customer review scores. If we don’t execute we can ruin someone’s vacation, a vacation they may have spent months saving for. And if we do our jobs, we’re all helping make awesome memories that last a lifetime. Family reunions, old friends finally finding the time to get together, saying goodbye to kids going off to college…we’re doing work that really matters. And that’s pretty great.

  1. Lots of speakers talked about the importance of data: Track everything! But it seems like data only goes so far. Data is useless — worse than useless — if you don’t turn it into actionable insights. Data can overwhelm. So it makes sense to focus. Identify your ecommerce funnel’s leakage points. Where are you losing shoppers? Are you pricing your units optimally to match supply and demand? Are your photos and copy compelling? There are a lot of mustard brands in the display aisle. You only get a second to distinguish yours. Make it count.

  1. We need to do a great job delivering VALUE to our homeowners. Only 35% of vacation homes in the USA are professionally managed. Self-management is the norm.

  1. Finally, change is constant in the travel industry. That’s exciting. Or paralyzingly scary. And it seems like the VRMs that are succeeding are engaging, learning, testing, experimenting and maybe failing some. (It’s not a test if there isn’t the possibility of failure.) It’s the engagement and learning that’s critical. There’s a science to this. A method. Test. Measure. Learn. Repeat.

All in all, a great day at the Edgefield. Great people. Great speakers. And a ridiculous amount of knowledge sharing.

Next time, I’ll bring more pens.

By Thaddeus Hanscom, Director of Partnerships at Vacasa

Asked and Answered: Am I Too Dependent on Listing Sites?

0

I learned this new phrase a few weeks ago when one of my beautiful daughters was driving me crazy by asking over and over the same question, hoping, of course, that the “no” would somehow magically turn into a “yes”. Like many, sounding like my own mom was a road I was not ready to travel down. So, when my daughter asked again, I would have the original conversation with her (again), and then remind her that we had already discussed this.

Then one day a magical phrase was introduced to me: “asked and answered.” Short, to the point, easy to understand, and it WORKED!

Last month I wrote an article for the LiveRez Blog based on partner feedback from all over our partner base. And, although each partner has specific needs and concerns, the most common concern has been changes in distribution channels.

Hoping to answer the concern that a lot of partners share in navigating the changing vacation rental space, I challenged professional property managers to start by gathering data. But, I quickly realized that although I may have given partners a place to start, the answer to the actual question still remained: How specifically can we understand if we are “dependent” or “independent”?

So, while Part 1 of my blog dealt with the “asked” part, today I need to follow-through with the “answered” part.

Let’s start by diving deeper into the specific data you need to collect. Then, we can move on to how to use this data to answer the dependance question. And finally,  we can go over some ways to start addressing the issues.

Here goes…

Step 1: Institute Tracking

If you’re not already tracking your marketing data, you should start right away. Running a LiveRez sales cycle report with the “How Heard” option checked can give you a good start, but you’ll need to add some additional information to see the whole picture.  The final report needs to include:

  • The marketing source of every reservation
  • The total dollar amount of every reservation
  • The amount of commission you earned
  • Profit from any fees and mark-ups
  • Cost of every one of your marketing channels
  • BONUS: If you know approximately how much overhead is involved in providing the reservation

Here are some tools and processes you can use to find that information:

  • Google Analytics / Google Search Console (Tracking Web Reservations)
  • LiveRez’s “How Heard” Field (Tracking both Web & Phone Reservations)
  • LiveRez CRM+ Campaigns (Tracking Inquiries from Listing Sites)
  • Integration (Direct Bookings from Channel Partners – Tracked in LiveRez)
  • Whatever method you want to use to track marketing costs (spreadsheet works well)

If you have this data, you have the building blocks for the next two formulas we’re going to look at. If you don’t have this data, start tracking it right away.

Step 2: Calculate Your Customer Acquisition Cost (CAC)

Also known as marketing acquisition cost (MAC), this metric will weigh the efficiency of your marketing efforts by channel. It will show you which channels are proportionally the most expensive compared to other channels.

Start by creating a spreadsheet that has the following data PER MARKETING CHANNEL:

  • Total Money Spent
  • Total Revenue Generated
  • Your Share of the Revenue (commission, fees, etc.)
  • CAC – This is calculated by dividing your marketing spend per channel by the revenue earned from that channel (either the total revenue or your share of the revenue, depending on who pays the marketing costs, you or the owner)

When converted to percentages, your CAC numbers should probably be in the general range of what you’d see a football team score in a game. If you’re running in the soccer/baseball score range, you’re killing it. And, I don’t care how good a golfer you are, if it’s anywhere close to your strokes for 18 holes, you’re overspending.

Step 3: Calculate the Diversity of Your Marketing Portfolio

This is going to show you what percentage of your revenue each channel is bringing you.

Start by creating a spreadsheet that has the following data PER MARKETING CHANNEL:

  • Total Revenue From Channel / Total Revenue from All Channels

This will let you know how much each of your marketing channels is contributing to your total revenue. Go ahead and put this data in a graph, so you can see a visual representation of it.

If your pie chart looks like Pac Man, you’ve got some work to do. If it looks like a pizza, you’re in good shape. The idea here is to not be too dependent on any one channel.

Step 4: Create a Game Plan for Fixing the Issues

Now that you know what you’re dealing with, you can set goals and make a game plan for how to accomplish those goals. Start by asking yourself these questions:

  • Is your marketing portfolio lacking diversity? Are you too dependent on any one channel?
  • Are your customer acquisition costs (CAC) too high?

Other than finding ways to increase your overall revenue and profitability, these should be your two biggest concerns. Both of these issues can lead you down an unsustainable path and put you in a poor position to navigate any changes in the distribution landscape.

Ultimately, you want to start investing in your own brand (your own website, your own marketing database, your own following). Building your own brand will allow you to generate more direct bookings, create long-term sustainability, and give you more flexibility in choosing where to spend to marketing budget.

In short, it puts YOU in control.