What are the best strategies to manage multiple properties in hospitality management?

When all of your goals and brand values align across all properties, it's easier to maintain the same quality of service a cross the board. Ensure all of your employees are customer centric and clearly communicate your expectations of how you want the properties to function. Each employee will understand their place in your vision and how they will help you achieve your business goals as a team.

I personally oversee sales for 100 properties and the use of technology to control and generate reposts is crucial . A good PMS and channel management system for all the properties . Each property had a sales that reposts to me . I use to travel to the properties to meet the team . But when when you negotiate rates with the different distribution channels is better. Again you must have a good technology in place

The best strategies for managing multiple properties in hospitality management involve creating a plan for each property and then implementing it. This plan should include budgeting, staff management, marketing, and customer service. Additionally, it is important to create a system for tracking and reporting on performance so that progress can be monitored. It is also important to ensure that all staff is properly trained and that all safety protocols are in place. Finally, it is important to stay up to date on industry trends and technology so that the properties can remain competitive and profitable.

Effectively managing a diverse portfolio of multiple properties in the hospitality industry entails establishing a harmonious balance between centralized operations for core functions such as reservations and marketing while allowing each property a degree of localized autonomy to adapt to distinct market dynamics, bolstered by an integrated technological ecosystem facilitating seamless communication and real-time reporting, in tandem with an emphasis on guest feedback mechanisms and improvement initiatives to tailor enhancements at each property, coupled with robust crisis and risk management protocols tailored to each property's unique risks and vulnerabilities, resulting in a comprehensive approach that augments operational efficiency.

-Strongly agree with the point where it says having a clear and consistent vision and with a realistic approach to reach the goals. -Moreover the thriving team with phenomenal enthusiasm as a resource plays a crucial role.

In my personal role as Vice President of Nikki beach I oversaw 100 properties . I had technology to help me with bookings revenue management and CRM. Also communicate with the property sales team and GM to listen to their concerns and give them solutions to their problems . In operations the GM can take of each property and in sales the use of technology to sell to the different types of rates and channels is crucial

As a former systems trainer, you can have the best systems in the world, but if your configuration (sales codes, room codes, marketing codes, geographical areas) is too complex, you will never get the stats you actually need, nor will they be accurate. TRAINING is key! As your staff change the amount of knowledge about the system diminishes and since those staff train other staff, within a year or two you will have significantly less people who who know how to use the system

One thing that is not mentioned is to NOT use your staff as pawns just because you have a portfolio of hotels. They work hard at their hotels to get to know guests, know other staff, keep their areas clean and perform their jobs. Randomly moving them to another property for a day or a week or a month is not ok, specifically if they have not been properly trained and introduced and made to feel welcome into the team, with the same status and recognition as at their home property. It should be on RARE emergency situations and they should either receive something like a shift differential (multi property differential) or some extra hours off in addition to has and travel time. It is not your line staff’s job to cover mgt lack of planning!

In this collaborative and diverse environment, it becomes imperative for leaders and managers to serve as mentors, providing guidance, constructive feedback, thus instilling a sense of trust, loyalty, and motivation among the team. Additionally, brainstorming sessions, and knowledge sharing nurtures creativity and innovation also strengthens the sense of belonging and unity within the team. Embracing diversity also involves recognizing and celebrating various cultural festivities and traditions, fostering an atmosphere of appreciation and contributing to a more inclusive workplace. Ultimately, a tapestry of perspectives, skills, and experiences, better equipped to cater to a diverse clientele, adapt to evolving market trends

EMPOWER your staff! P&P need to be fluid and staff allowed, where possible, - to use them as guidelines not as Gospel EXAMPLE: if you have ready rooms and early arrivals, why turn people away “because check in is not until 3”. You are making your staff do double work by having guests come back, upsetting guests who just don’t understand why they have to wait. You have to store luggage, have people hanging around your lobby & stressed staff. The same with late checkout. You CANNOT clean all the rooms at once. You know some guest leave early & can start on those rooms. If checkout is 11am & they req. 12 noon, don’t be petty and say 11.30 or decline the request. It also spreads out checkouts for the front desk. (former Hsk. / FD / Res Mgr)

Building a guest-centric team involves recruiting and training staff who epitomize empathy, active listening, and a genuine willingness to go above and beyond to exceed guest expectations. Empowering employees to actively engage with guests, anticipate their needs, and swiftly address concerns fosters a culture where guest satisfaction is the ultimate goal. In this proactive and guest-focused environment, it becomes imperative for staff and management to continuously gather guest feedback through various channels and actively act upon it, be it addressing areas for improvement or adapting services based on their evolving needs. Additionally, recognizing and celebrating guest milestones.

Inspect what you expect. Define goals clearly, empowerment plays a critical role. Establish timelines, have regular meetings and one on one. Be accessible and stay connected with all levels.