Martin Hendricks: Data versus gut feeling

In our industry, we like to talk about hospitality and experience, and rightly so. But it never ceases to amaze me how little seriously we sometimes take our operations. Why are so many hotels still guided by old-fashioned gut feeling, when on the front end we have been cleverly using data to optimise our room rates for decades?

Every day I see hotels struggling with basic questions: How do you efficiently control your staff costs? How do you effectively control your procurement and accommodation costs? And how do you make sure you don't throw your operation off the mercy of 'gods' like occupancy rates and room rates?

The answer simply lies in the smart application of real-time data and far-reaching automation. At Black Label Hotels, we invest heavily in systems that unlock and visualise our data in real time. We link systems for staff planning, time registration, POS systems and hotel management. This allows us to know exactly where our productivity and effectiveness stand at any moment of the day. Think about accurately matching occupancy and staff planning with real-time guest activity, such as transactions at the cash register and Wi-Fi use. This enables us to make immediate adjustments and optimally balance our costs and services.

The potential of smart data analytics goes further: we analyse wifi activity to predict guest behaviour and respond accordingly. For example, if someone "walks into" our wifi again in the evening, we can send targeted special offers for a drink at the bar. Through these kinds of automated, data-driven interactions, we not only increase our revenue, but also the personal experience of guests.

Yet there is resistance. Fear of losing the romance of the profession certainly plays a part, understandably. But real hoteliers should not be afraid of numbers and automation. On the contrary: creating a hospitable experience and turning a healthy profit go hand in hand. More than ever, our profession requires specialists who understand how to turn the right knobs operationally, supported by technology.

That is why I also call on large hotel chains to take a critical look at their franchise formats. Choose franchisees who are real hoteliers, entrepreneurs with passion, expertise and operational experience. By doing so, together we will safeguard the quality and reputation of the entire industry.

And let's face it: it's not just about numbers. It's also about getting a grip on your guest relationship. Why do we accept that big platforms like Booking.com shield our guest data, forcing us to continually reinvest in the same customer? By working smarter with data ourselves, we can approach our guests proactively and make their experience more personal. In doing so, we earn back loyalty, with better returns.

My call to the industry: jettison that fear and finally get serious about digitalisation and data-driven steering. Automate routine processes, visualise performance in real time and predict guest needs to act proactively. Let's not wait to be overtaken by parties that better understand how to make smart use of data and automation. It is time for action, time for grip and above all: time for real hoteliers to take firm control again.