Asia Pacific Hotel Industry Sentiment Survey Response (COVID-19)
The purpose of the questionnaire is to gather responses on the impact of COVID-19 including the measures taken during COVID-19 and in preparation for post COVID-19 in the hospitality industry across Asia Pacific.
Key Highlights
Most Impacted Factors During COVID-19
Common Measures During COVID-19 (>80% of the surveyors)
- Reduce Shift/Work Hours
- Freeze Hiring
- Encourage Employees to Take Annual Leave
- Reduce Operational Hours of F&B Outlets
- Suspension/Delay of Capital Expenditure
- Temporary Closure of Other Facilities in Hotel
- Allow Flexibility for all Hotel Bookings (Full Refund/Credits/Waive Rebooking Fees)
- Reduce Operational Costs
Common Measures In Preparation of the COVID-19 Recovery (>60% of the surveyors)
- Staff Training/ Retraining
- Decreased Outsource Manpower/Part-Timers
- Market Stay Packages
- Public Relations Efforts
- Change in F&B Sales Strategy
Profile of Respondents
- Operators at both property and corporate levels
- Private and institutional property owners
Q1: Luxury Hotels - To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".
Q1: Upscale Hotels - To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".
Q1: Midscale Hotels - To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".
Q2: What are the measures taken during COVID-19?
Q3: What are the measures taken in preparation of the recovery?
Q4: What are the new management and operational strategies post-COVID-19?
Room Department
- Focus on driving occupancy post-COVID first before room rates
Marketing
- Focusing and targeting recovering markets (i.e. Asia, Leisure)
- Redirect marketing efforts to local or regional markets
- Increase marketing efforts to stay relevant in the market
- Increase marketing efforts to corporate accounts
- Focusing on promotions with packages to drive volume when market recovers
- Maintain and follow-up relationship with top, regular and new clients
Property-Level
- Drafting New "normal" operation SOPs and post crisis event calendar for better preparation
- Delay non-urgent capital expenditure spending
- Capitalise on available government schemes
- Scaling down on costs
- Divert discretionary spending to areas which will have direct positive impact on customer experience such as operations, renovations, technology upgrades and service training
