News Briefs

Tock, the reservation, experiences, and events platform for the hospitality industry, announced its latest innovation today, Multi-Experience Tables, to help restaurants drive greater profitability across the dining room. This new feature allows Tock customers the option to offer guests a unique experience, while simultaneously marketing the same table for a different experience or standard reservation.

"Today's guests are more intentional in seeking out unique and personalized experiences when dining out," said Matthew Tucker, Head of Tock. "Our restaurant partners are very creative in the experiences they offer on Tock, and have learned to turn every square foot of their dining room into a monetizable experience. With Multi-Experience Tables, restaurants now have even more ways to experiment with what appeals most to their guests. This is something our partners have been asking for and we are proud to be the first to bring this to the industry."

Nearly a decade ago, Tock revolutionized the hospitality industry by introducing prepaid experiences. Today, Tock has generated over $2.25B in total revenue for its partners through experiences. The introduction of Multi-Experience Tables now makes it even easier to assign various experience options to a single table, allowing a restaurant to maximize what sells best.

Among Tock's many restaurant partners using experiences is Ella Elli, a California-meets-Mediterranean restaurant in Chicago that offers highly sought-after wine experiences. "Our experiential offering has grown into an integral part of our brand, allowing us to extend our reach beyond the traditional dining experience and offer new ways to drive consistent sales during a time and day when our restaurant was not even open otherwise," said Dan Harris, Vice President of Food and Beverage at Ella Elli.

Riana Mondavi of Charles Krug Winery, another Tock partner, touts the benefits of Multi-Experience Tables: "The addition of Multi-Experience Tables creates a platform that allows us to stay creative. We can offer a range of experiences from the everyday wine tastings to specialized food and wine pairings, allowing us to stay top of mind with our guests. Now, we get to see what appeals to our guests at any given time and learn more about what works best, without taking away things we know they love. It's the best of both worlds."

Domino's Pizza Inc. introduces its new and improved loyalty program. 

Domino's Rewards offers loyalty members even more opportunities to earn and redeem points across its corporate and franchise store locations. Domino's enhanced rewards program allows customers to:

• Earn points for less
  • Loyalty members will now earn 10 points on every order of $5 or more
• Redeem points for even more menu items – and earn free Domino's after just two orders
  • Members can redeem a variety of points for more menu items:
    • 20 points: A free dipping cup, a 16-piece order of Parmesan Bread Bites or a 20 oz. drink
    • 40 points: An order of Bread Twists or Stuffed Cheesy Bread
    • 60 points: A medium, two-topping pizza; pasta; Oven-Baked Sandwich; or a 3-piece order of Chocolate Lava Crunch Cakes
• Earn more rewards
  • Loyalty perks are now even better, as members will have exclusive access to member-only deals, special discounts and opportunities to earn bonus points!

"We are thrilled to give the brand's loyal customers additional ways to earn free Domino's items more often," said Mark Messing, Domino's vice president of digital experience and loyalty. "At a time when most brands are scaling back their loyalty programs and making it more difficult to earn and redeem points, Domino's is doing the opposite. We want to make it easier to reward our customers and give them more options so they can get rewarded faster."

Marketing a LTO 

From now until Oct. 22, 2023, rewards members can take advantage of a limited time offer to redeem 20 points for a free order of Domino's new Pepperoni Stuffed Cheesy Bread, which is normally a 40-point redemption, in celebration of the product's recent launch. 

Hotelbeds, part of HBX Group, has formed a new team in the U.S. focused on casino hotels. With more than 300 such properties across the country, the group aims to offer strategies and solutions tailored to the iconic gaming hubs of Las Vegas, Atlantic City, Reno, Lake Tahoe and Biloxi.

“We are always striving to be the partner of choice and forming this new team not only enables us to support casino hotels’ reach through data-led insights on traveler demographics but also attract customers from new source markets around the world when gaming hotels need the business,” said Lauren Atlass, Hotelbeds’ Vice President for North America. “Partnering with some of the most prominent gaming hotels in the U.S. also expands our offering within the leisure industry growing our portfolio helping us to meet the needs of even more travelers.”

As the entertainment capital of the world, Las Vegas and the country’s other gaming hubs attract both domestic and international travelers, keen to experience all the cities have to offer. According to the American Gaming Association, the economic impact the U.S. casino gaming industry is more than $261 billion, while it also supports 1.8 million jobs.

To further support this new business sector, Hotelbeds has appointed Gianna Rivera as Head of Strategic Partnerships for North America. Gianna brings a wealth of industry experience and expertise to the role, having served as Group Vice President of Distribution & Connectivity at Wyndham Hotels & Resorts and as Deputy Vice President in Sales at Accor Hospitality. She is also a HEDNA board member.

Hotelbeds will use its extensive booking data gained from its 195 global markets to assist its hotel partners in more effectively targeting the right customer helping both the properties and also travel advisors grow their businesses. In addition to its new range of U.S. casino hotels, Hotelbeds also offers tailored ancillary services, including car rental, global transfers and experiences across the country.

Beekeeper released its 2024 Frontline Workforce Pulse Report. The report surveyed 8,000 individuals to explore trends for frontline industries and details several ways frontline businesses can improve the employee experience amid high inflation and increased rates of attrition.

The report suggests a growing disconnect between frontline workers and management, leading to increased disengagement among frontline workers. This widespread disaffection has drastic economic consequences, including a projected $8.8 trillion in lost productivity and 40% to 50% of workers across frontline industries leaving their jobs for both improved work/life balance and compensation. 

"The pandemic may be in the rearview, but the problems it created for frontline workers haven't gone anywhere," said Cristian Grossmann, Beekeeper CEO and co-founder. "Turnover rates remain alarmingly high across industries, with frontline workers feeling overstressed, undervalued, and often unheard by management. As this year's report makes abundantly clear, solving these persistent problems requires empowering frontline teams with technology that increases communication across the board — improving employee satisfaction, retention and productivity.”

For its report, Beekeeper surveyed 8,000 individuals — including frontline workers, management and Head Office employees — across DACH, the USA and Global. The result is an unprecedentedly detailed picture of the challenges facing frontline work today.

Frontline Worker Challenges: Poor Work/Life Balance, Safety Concerns and More

Per the report, the daily challenges facing frontline workers have worsened significantly in the years since the pandemic. Inflation is a top-line concern, with nearly half of all workers (48%) citing wages falling behind inflation as their number-one source of stress. 

But as the report demonstrates, wages tell just one part of this story. Poor work/life balance has contributed just as significantly to the ongoing Great Migration. High turnover, chronically understaffed shifts, and a lack of shift scheduling flexibility all are leading frontline workers to feel overstressed and underappreciated. According to the report, in industries like hospitality and manufacturing the majority of those who leave do so for a better work/life balance, as opposed to higher pay.

The problems of modern frontline work go deeper than work/life balance, to the very nature of the work itself. Frontline workers are more motivated, and more productive, when they find their jobs engaging and fulfilling. According to the report, a friendly and fun environment is the number-one motivator for frontline workers, in addition to the satisfaction of finishing a job and the opportunities provided for ongoing learning and development. When asked where positive manager feedback ranks, managers put it at number two — while the frontline workers themselves put it at number seven. This is just one disconnect of many identified in the report.

Another notable disconnect: the majority of surveyed Head Office employees (52%) expected frontline workers to cite low morale as their number-one impediment to productivity, but only 15% of frontline workers actually felt this way. A lack of recognition, poor cross-team communication, and understaffed shifts matter much more. The report suggests that clogged lines of communication prevent frontline workers from feeling safe and fulfilled, and severely hurting productivity in the process.

The Frontline Worker Crisis Can Be Fixed — With the Right Technology

In addition to diagnosing the problems currently plaguing frontline work, the 2024 Frontline Workforce Pulse Report  also outlines a clear path forward for businesses. Actionable recommendations are designed to reduce stress and increase productivity among frontline workers.

At the heart of today's worker/manager disconnect are inadequate communication and a lack of insights into frontline needs. Frontline workers and managers who engage in a continuous two-way conversation on everything from expectations and performance to perceived job safety and satisfaction create an environment of trust and mutual respect. Managers need to better understand their teams’ needs to be truly successful in their roles. 

Technology plays a significant role. Productivity tools that blend seamlessly into a worker's daily routine can radically simplify complicated tasks such as onboarding, shift allocation, cross-team collaboration, and learning and development. Beekeeper's mobile-first platform provides every worker with the tools required to sync effectively and efficiently with other teams, to reallocate shifts effortlessly, and to learn new and needed skills thoroughly and promptly. Bringing all communication into a single platform also establishes desperately needed lines of communication, and ensures that every worker feels that their voice is heard.

Agilysys, a global provider of hospitality software solutions and services, announces the results of the 2023 UK Hospitality Impact Study, which revealed that just 27% of UK travelers have rebooked a hotel in the last year. The study, which canvassed the opinion of 1,000 UK consumers who have travelled frequently in the last year, revealed that 85% have made changes to their holiday plans in response to the cost-of-living crisis during the last 12 months.  

Almost half (44%) of UK consumers agree their leisure spending has decreased in the last year, with a third (36%) saying it has stayed the same, while two in five (41%) of respondents claimed they had travelled less. Guests also cited taking fewer holidays (38%), taking shorter breaks (18%) or opting for staycations (16%) as personal strategies for combating the cost-of-living crisis. 

“Consumer economic concerns have escalated the need for hotels and resorts to provide a seamless guest experience through every touchpoint,” said Matthew Prosser, Regional Director UK, Agilysys. “While some tend to think this can be achieved through personal high-touch service alone, research shows the most impactful way to increase guest retention and returns is to combine technology advances with personal and attentive service so that guests are surrounded by choice, convenience and personalized encounters.  

Improving guest retention by as little as 5% has been estimated to increase profits by as much as 25%, according to Bain & Company, so it is essential that hoteliers understand why guests are not returning to their venues so they can address the problem,” Prosser added.  

When asked what would make them more likely to rebook a venue, respondents who did not rebook the same hotel cited various factors, including: 

• 64% said reducing wait times across all touchpoints would make them more likely to rebook. 
• 62% said tailoring experiences to their individual preferences would make them more likely to rebook.  
• 62% also said a strong loyalty program would make them more likely to rebook. 
• 61% said having the flexibility to manage their stay via hotel staff or via technology was important.  
• 58% said little surprises, such as having chocolate left on their pillow, would make them more likely to rebook. 

For those that did rebook at the same hotel this past year, the reasons they cited were similar: 

• 48% said the hotel or resort delivered an exceptional experience end-to-end, from booking to check-in to services to dining and activities to check-out. 
• 42% said the staff was friendly and courteous and went “above and beyond” to make my stay memorable. 
• 24% said every touchpoint from staff to self-service and mobile was tailored to my preferences. 

“The survey emphasizes the need to create an exceptional experience for every guest, every chance a hotel gets,” Prosser noted. “UK travelers have high expectations when it comes to personalization and flexibility. Investing in the right technology platform is key to empowering staff to create unforgettable memories and building lasting connections with their guests. Hoteliers then can focus on developing brands that are well-loved by all guests, boosting return on experience in the form of positive reviews, return stays and, ultimately, high economic returns,” Prosser added.  

Jane Pendlebury, Chief Executive, HOSPA said: “This research has confirmed what we always suspected; hospitality can be a tough industry. Hospitality has often proved to be an early indicator of an economic downturn and these businesses, sadly, are also usually slow to recover as consumer confidence catches up with an improving economy.”  

Pendlebury added: “However, small tweaks to business models can substantially increase profitability. Loyalty is a major player in the key to success and if that aspect can be enhanced by clever technology, then why not consider the benefits of increased automation?” 

Please click here to access the full report: The 2023 UK Hospitality Impact Study.