No two travelers are alike. Preferences, priorities and reasons for hitting the road differ, even if itineraries are identical.

Unfortunately, many hotels do not account for these differences, offering every guest the same experience regardless of their needs and wants.

There is enormous opportunity for the hospitality industry in customizable packages, which can provide a bespoke experience for travelers across all chain scales. However, the industry is not leveraging this opportunity to its greatest advantage. The typical packages on the market lack creativity and only offer the bare minimum — a room and an additional preset feature that ties back to the hotel's ancillary revenue outlets already on-site. This could be anything from a snack box from the market to a massage at the spa.

Packages could also include standard room upgrades offered via automated marketing emails or texts before the guest arrives. However, these packages and upgrades often go ignored because they’re incredibly basic and don’t give guests the level of personalization they want.

The key is to offer guests truly customizable experiences, and now more than ever, having pre-arrival options is the best way to drive revenue per available room.

The success and explosive growth of lifestyle hotel brands demonstrate this point. These hotels are known for offering guests an exceptional experience with luxurious and modern touches that differentiate them from the competition, and there is no question that this approach resonates with travelers. In October of last year, Skift reported that lifestyle hotels comprise 32.4% of open branded hotels in the U.S., a 26.3% share increase since 2000.

The ability to customize a hotel stay elevates the experience. This is true across all chain scales. Guests at a limited-service property enjoy and appreciate these touchpoints just as much — if not more — than those staying at luxury hotels.

Consider this example. I recently worked with a glamping site in Texas that offered a variety of packages that enhanced guests’ stays. These packages encompassed everything from early check-in and late check-out to edible treats such as s’mores kits to experiences including soaking in a hot tub under the stars.

Guests could browse packages during the booking process, streamlining the purchasing process. With this approach, we found that 35% of our guests either purchased a package or an add-on experience. We also learned two things: First, customization is king, and second, ease is essential.

As it currently stands, the hotel industry is leaving money on the table. What lessons can we glean from that glamping site? Where are our opportunities? Are there additional service options during the initial booking process or a pre-arrival email where the guest can customize their packaged experience? It’s time to think about all the ways we can increase revenue during a guest’s stay.

If you haven't started yet, the idea of creating customized packages and personalized experiences might feel daunting. The possibilities are almost endless! But don’t get overwhelmed — if you’re a hotelier looking to offer bespoke packages for guests, here’s where you can start:

• Identify your opportunities. Guests on a romantic getaway will be interested in a different type of package than guests attending a family reunion. Account for the different types of travelers.
• Build a menu. Create a list of ancillary items you can add to a packaged experience and identify the value of each item. Some examples are a round of golf, in-room snacks, a romantic breakfast, a bottle of wine, spa services or exercise classes. You can also package conveniences, such as early check-in, late check-out and parking.
• Find a technology partner. The add-on process needs to be as simple and intuitive as possible to maximize revenue per guest. Once you know what your packages will include, you must identify a technology partner who can market your offerings and sell packages via pre-arrival emails. Many hotel chains already utilize a technology partner to manage guestroom upgrades, but don’t leverage it for any other products or services.
• Develop internal processes. Assign a department head or manager to approve all requested upgrades and create a process for guests’ requests. It will be this person’s job to ensure the property is able to deliver on all promised upgrades and package requests.
• Track your results and make adjustments. Review what is selling and be aggressive when seeking guest feedback. Adjust your offerings as needed to better appeal to your guests.

The bottom line is that hoteliers need to focus their efforts on customizing guests’ stays. Small conveniences and unexpected delights make a huge impact. If we can deliver an exceptional experience, our guests will remember their trip for years to come.
Stephanie Atkisson is leading the sales teams as the vice president of sales, marketing and revenue at Raines Hospitality.

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