George Denning

Operto unveils hotelier assessment revealing the cost of predatory OTA brand hijacking

Operto today launched a new assessment that gives individual hotels visibility into how predatory OTAs are targeting their brand in search, which third-party sites are competing for their guests, and the potential revenue impact on their property.

Predatory OTAs, also referred to as rogue OTAs, and third-party booking sites bid on hotel names in Google Search, often appearing above a hotel’s official website when a traveler searches specifically for the property. Operto data shows that branded hotel searches feature competing OTA ads 75% of the time, while the average hotel competes with nine predatory OTAs for its own name, with GuestReservations, ReservationsDesk and HotelsOne among the most active.

Operto’s new assessment brings that problem down to property level. In around five minutes, a hotel can identify the third-party sites bidding on its name, see how visible they are in search, and estimate the commission leakage and lost revenue associated with guests being diverted away from the direct channel.

The assessment comes as hotels face a significant blind spot around guests who have already decided where they want to stay. While hotels invest heavily in generating demand and encouraging direct bookings, third-party sites can insert themselves at the final stage of the journey by advertising against the hotel’s own name.

Operto estimates that 8% of direct bookings are lost to third-party booking sites. Beyond the commission paid when a booking is diverted, hotels can also lose control of the guest relationship. Travelers booking through third parties may face additional fees or restrictive cancellation terms, sometimes without realizing they have booked outside the hotel’s official website.

Once a hotel understands its exposure, Operto ONE’s AI Marketing Agent can take action to protect its branded search. The agent continuously monitors Google Search, runs and optimizes brand protection campaigns, identifies predatory OTAs targeting the property, and reports misleading ads to Google.

The Marketing Agent handles campaign execution and optimization in the background, removing the need for hotels to continually monitor search results or manage Google Ads campaigns themselves. Hoteliers retain oversight of important actions and receive proactive updates when activity changes, while also being able to ask the agent which sites are advertising against their property, how their visibility is changing, and how many direct bookings have been recovered.

The capability is designed to make brand protection accessible to independent hotels that may lack the distribution, marketing, or paid-search expertise needed to continuously monitor and respond to brand hijacking.

Tim Major, CEO of Operto, commented: “Hotels put an enormous amount of work into earning a guest’s decision, yet even when someone searches for a property by name, there can be multiple third parties waiting to intercept that booking. For many hoteliers, the scale and financial impact of that activity at their own property has been difficult to see.

“Our assessment gives hotels a much clearer picture of what is happening around their own brand: who is competing for their guests, how visible those sites are, and what that could be costing them in commission and lost direct revenue. From there, the Marketing Agent can actually do something about it, continuously monitoring and protecting branded search on the hotel’s behalf. It gives independent hotels a level of visibility and protection that previously required considerable time and specialist expertise.”

Hotels can complete the assessment, estimate their potential commission leakage, and learn more about Operto ONE at operto.com/one.

by George Denning

Over 1 Million Bookings Say Thursday Has Quietly Dethroned Saturday As London's Big Group Night

by George Denning

Statement panels added to Kinewall range

Ever fancied a Highland Cow in your bathroom, or a preening peacock? Perhaps a glorious lion? Well, now you can! Kinedo has created a portfolio of animal-inspired wall panel designs under the new Signature brand and these three new patterns join the funky giraffe pattern launched late last year.

The Signature collection is designed for the brave and bold amongst us who want to make a lasting impression in the bathroom. Designed to stand out from the crowd, these eye-catching panels bring personality, fun and style helping to turn an everyday bathroom into a statement space. From a single panel in the shower, to a standalone panel in a cloakroom or a feature wall in the utility room panels are exceptionally flexible and durable, plus, of course, simple and easy to install.

In addition to the new animal-inspired designs, some other Kinewall collections have been expanded with new patterns. Tangram is a new abstract, oak colour wood design, whilst Royal Foliage is a striking large gold leaf pattern that slots into the Nature collection, along with the new, stylish Botanical Beige. Marble Haze is a newcomer to the Mineral and Metals collection, whilst the playful Hills design adds a dash of blue and orange colouring into the wavy design.

The full collection can be viewed on the Kinedo website as well as in the new downloadable brochure.

by George Denning

RETHINKING INVESTMENT

Experience versus amenities - where should hotels invest? With the help of industry experts, we look into whether guests really want more facilities, or better experiences.

For years, the race to attract guests centred on bigger, better and more luxurious amenities – from rooftop pools and state-of-the-art gyms to smart-room technology and lavish spas. But as guest expectations continue to evolve, many hoteliers are asking whether memorable experiences now deliver a greater return than bricks-and-mortar upgrades.

Today's travellers increasingly value authenticity, personalisation and meaningful connections, placing greater emphasis on exceptional service, curated local experiences and wellness-led stays alongside traditional facilities. At the same time, rising costs and tighter capital budgets are forcing operators to make difficult investment decisions. So, where should hotels be directing their spending? We explore the balance between amenity-led investment and experience-driven strategies, examining how operators are prioritising capital expenditure in a challenging market while meeting the expectations of the modern guest.

At Lucknam Park, they boast exceptional infrastructure, from their spa to the dining offering and setting. However, David Griffin, General Manager at Lucknam Park, said, “Our focus is firmly on how those spaces are brought to life through service, attention to detail, and storytelling. Investment decisions are therefore being shaped not only by maintaining our physical standards, but by enhancing the guest journey, ensuring every interaction feels considered, personal, and memorable.”

As operators face rising costs and tighter capital allocation, we turned to evaluating the return on investment from major physical upgrades compared with spending on staff development, service culture and guest personalisation – David explained that at Lucknam Park, they see staff development and guest personalisation as critical drivers of long-term value. “A well-trained, engaged team can elevate every aspect of the guest experience, regardless of the setting. The most successful investments are those that align both elements, ensuring that exceptional facilities are matched by an equally exceptional level of service.”

The approach to capital expenditure at Foxhills Club & Resort has become more disciplined and commercially focused, with every project needing to demonstrate not only an operational need but a clear impact on guest experience, revenue, retention or reputation.

Mark Thewlis, Hotel Manager, Foxhills Club & Resort, said, “Traditional amenity upgrades remain important, but we now place greater value on investments that activate those spaces properly through service, training, personalisation and experiences that create stronger long-term loyalty.”

We asked Mark if he believes today's guests place greater value on memorable experiences than on the breadth of a hotel's physical amenities, he said, “Yes, guests still expect strong facilities, but what they truly remember is how those facilities are brought to life through service, personalisation and experiences that feel distinctive. At Foxhills, our audience spans several different generations, which means it is very important to ensure we have bespoke, tailored stays and dinner experiences for every type of guest, from business travellers to families.”

At the golf resort they measure ROI through direct revenue, repeat visits, guest sentiment, spend per head and brand impact and then compare those results against traditional capital projects such as room upgrades or facility investment.

People-led experiences are central to the guest experience strategy at Foxhills, because facilities create the setting, but the team create the memory, loyalty and emotional connection.

Mark said, “A good example of this was the opening of our new restaurant, Lomri, where the team completed two weeks of intensive culture and service training before launch. This ensured they understood not only the menu and concept, but also the style of hospitality, storytelling and consistency required to bring this new experience at the resort to life.

“I see investment in training, service culture and personalisation delivering stronger long-term value than simply adding more amenities, as it improves consistency, drives repeat visits and protects the reputation of the business.”

Over the next three to five years, Mark expects investment to focus less on adding more facilities and more on improving service delivery, wellness, lifestyle and curated local experiences that give guests a clear reason to choose one property over another.

He said, “Core amenities will still need to be maintained to a high standard, but the strongest returns will come from propositions that feel personal, relevant and experience-led, supported by teams who can deliver them consistently.”

With London being a crowded market in the hotel sector, Clermont Hotel Group want to ensure their portfolio remains competitive. With this in mind, Paul Knightley, Chief Operating Officer, Clermont Hotel Group, said, “We work hard to listen to our guests and have extensive guest insight work taking place across our hotels so that we can evolve and adapt to changing guest needs.

“Ultimately, our guests and what they value is at the core of our decision-making. We are investing across all areas of our portfolio to enhance the entire guest journey, with a specific focus on the initial sense of arrival across our hotels. This sets the tone for their stay and equally on departure, it’s that experience they will remember as they leave.”

Alongside this, investing in their hotel F&B offering has been a priority as experience-led travel continues to grow. Paul explained this as “the strategic thinking” behind bringing destination-dining to The Cumberland through their partnership with Gordon Ramsay Restaurants and the newly opened Hell’s Kitchen, which leans into experiential dining.

Experiences are a key driver of guest expectation, and this is something Paul explained he is seeing across the Clermont portfolio, particularly from US guests who value more immersive and imaginative activities. Guests now want more than just a traditional hotel stay. “A strong experiential F&B offer is where we see the biggest opportunity, whether that be a chef’s table, masterclasses or even tealeaf reading, which we put on at the Green Parlour at The Royal Horseguards,” said Paul.

Whilst experiences are important, high-quality amenities and a convenient location remains central to decision making in Paul’s opinion. It is about finding a balance – creating meaningful moments for your guests.

Paul believes that measuring the return on experiential offerings is more complex than a standard refurbishment. “A new bedroom refurbishment has a relatively clear financial impact, whether that be through a rate uplift, or we see it through occupancy. Experience-led stays require a broader view with direct revenue, spend per head, and repeat stays being important. Guest sentiment is also a key driver as it tells us how the service, personalisation and authenticity of the experience is performing and how each stay makes a guest feel,” he added.

Hospitality is a people-led industry. Regardless of the hotel, it is the teams within them that deliver the guest experience and make a stay special. Paul explained, “Whilst additional facilities or amenities are important, it is our colleagues who deliver extraordinary hospitality that make the real difference.”

That is why his team are always looking at ways they can enhance the guest experience through training initiatives, such as their Summer Skills Fest partnership with RADA Business that is aimed to enhance guest interaction and experience using specialist performance training skills.

“This new approach to training demonstrates how we are re-thinking hospitality as an experience, not just a service, while ensuring colleagues have the opportunity to develop, learn and grow. We want to be the leading hotel operator in London, and it is our people who will help us achieve that goal,” Paul said.

When it comes to guest experience, Timothy Griffin, Co-founder of LEVEN and Principal at Wellbrook Hospitality, said, “With mounting inflation and rising operational costs, all expenditure decisions including CapEx need to be well considered.” Many hospitality businesses will be questioning the traditional approach that treated hard assets (rooms, F&B, heavy leisure infrastructure) as predictable depreciating assets and will be reviewing the cyclical approach to refurbishments and amenity upgrades, questioning whether the product life of guest facing spaces can be extended beyond, for example, the traditional seven years for a bedroom.

In an increasingly competitive marketplace, with significant cost pressures, the choice between CapEx expenditure on amenity upgrades and guest experience initiatives can be so stark. Wise hospitality businesses will continue to direct capital to the physical product upgrades to ensure their core product continues to be relevant for an increasing decerning and visually literate customer.

Timothy continued, “Modern consumers expect good design and product and will make buying decisions that leave behind businesses that do not invest. Clearly there is opportunity to invest wisely, spending capital in areas that have the most impact, for example high-tactility emotionally resonant design (natural materials, lighting) and extending the lifespan of less critical areas.” From this foundation, Timothy believes investment in guest experience initiatives, based on a robust ROI can be directed toward tech-enablement (like flexible check-ins) and modular public areas that can easily pivot between a morning workspace, a community art gallery, and a night activation without requiring a secondary multi-million-pound renovation.

Timothy recognises that today's travellers are too sophisticated to be swayed by generic amenities they will never use. An under-utilised, spa, gym or a formal restaurant can quickly become a financial anchor. “Guests place greater value on curated, visceral experiences and emotional design than on sheer physical volume,” he said.

He sees that measuring the return on these experiential projects requires looking past traditional, isolated rates of return toward modern ecosystem metrics. For example, when a property runs hyper-local activations (e.g., local art showcases, pop-up events), the project doesn't just generate immediate ancillary spend; it acts as an engine for organic social content.

“This culturally relevant positioning directly drives web traffic and builds a loyal audience pool, resulting in a measurable increase in direct bookings and a reduction in third-party OTA commission fees. When investing in non-traditional offers, as we have done at LEVEN Manchester, a non-traditional approach to ROI is also required,” Timothy finished.

On a market level, where hotels may not have the money to spend on products, it’s beneficial to everyone involved to put that resource into staff. Tom Ansbro, Group Commercial Director at Dean Street Developments, said, “Our ethos as developers – and Aloft’s as a brand – centres around community and experience, so we train our staff to embody that.

“We encourage them to engage with the local community, attending events and visiting new venues, so that they’re really immersed in our city.” Tom and his team have gone as far as to bring to life their own hospitality training scheme, called Dean Street Academy, where they engage with schools, colleges, and universities to support students in building a career in hospitality. He said, “We pour energy into people, and it eventually comes back around to us and our community, so investing in that means everyone wins.”

In Manchester specifically, Tom acknowledges that really immersing guests in the city is essential to the guest experience. He said, “We work really closely with the city’s stakeholders to drive that bigger awareness piece that means Manchester is spotlighted as an amazing place to visit. As hoteliers, we all work together through an initiative called ABID that funds campaigns to boost tourism and events in Manchester.” As a result, so many of the people that visit Manchester are really invested in its story and what it has to offer, meaning in turn that hoteliers have to make sure that they’re really connecting them with the community when they come to stay.

At Castlebridge Hospitality, the team are seeing guests place increasing value on the details that make their stay feel personal, rather than simply the scale of a hotel's facilities.

Rebecca Bozeat-Manzi, Group Director - Sales & Marketing at Castlebridge Hospitality, said, “That doesn't reduce the importance of investing in the physical product, but it does mean we're thinking much more carefully about where investment creates the greatest impact, this makes sense not only through a guest’s lens but also means we’re protecting our owners’ investments.”

Traditional upgrades still form part of Castlebridge Hospitality’s approach, and at times this may include complimentary facilities. However, the team are increasingly focused on protecting revenue wherever possible by ensuring complimentary enhancements genuinely add value for guests while supporting the long-term commercial performance of the hotel. “The priority is to balance guest satisfaction with commercial discipline, creating memorable experiences in a way that is thoughtful, sustainable and commercially sensible,” added Rebecca.

Rebecca revealed that booking behaviour increasingly tells her team that guests are looking beyond the physical product. Competitive pricing and a quality room remain essential, but what often differentiates one hotel from another is how memorable and personal the overall experience feels. While the quality and breadth of a hotel’s physical amenities remain important, guests are often looking for more than a comfortable room or well-presented facilities. They want moments that make their stay feel individual, whether that is through personalised service, meaningful local recommendations, thoughtful in-room touches or experiences that reflect the character of the hotel and its location.

“For Castlebridge Hospitality, across our portfolio of hotels, the return on investment from experiential offerings is measured in both commercial and guest sentiment terms. We look at guest feedback, review scores, repeat visits, direct booking behaviour, ancillary spend and the ability of those experiences to support the overall positioning of each hotel. A conventional capital project may be easier to measure through direct revenue or asset improvement, but experiential investment can deliver value through stronger guest loyalty, improved reputation and increased willingness to recommend,” added Rebecca.

We asked Rebecca over the next three to five years, where she expects hospitality businesses to focus their investment budgets: enhancing core amenities, developing wellness and lifestyle propositions, creating curated local experiences, or improving service delivery. She said, “Owners and operators are understandably looking much harder at return on investment than they were a decade ago. As a result, investment decisions increasingly need to strengthen both the guest proposition and commercial performance. This means a continued focus on enhancing core amenities while also developing stronger wellness, lifestyle and local experience propositions.”

In line with this, Mark Thurman, Managing Director of Peak Edge Hotel, explained that rising costs have undoubtedly sharpened the way hoteliers evaluate investment, but they haven't changed their philosophy. He said, “Every decision still starts with one question: will this make our guests' experience noticeably better?”

Owner, Steve Perez, has always believed that hospitality is about creating places people genuinely want to return to, not simply maintaining buildings. That means investing in the fundamentals guests value most, while continually looking for new ways to enhance their stay and strengthen their connection with the destination.

This year, Steve and his team have made significant investments across both hotels that reflect that approach. At Casa Hotel, they've replaced every bed with new super king beds, “because a great night's sleep is at the heart of every successful stay”. They've also installed a new kitchen in Barca Bar, allowing the hotel to launch brunch for the first time and significantly expand their food and drink offering throughout the day. “Even relatively straightforward projects are approached responsibly. When replacing the beds, almost 400 nearly-new pillows were donated to charity rather than going to landfill,” Mark added.

These investments are complemented by longer-term commitments that guests increasingly value. “Steve's Walton Lodge Farm Estate sits at the heart of our food philosophy, supplying produce to both hotels while supporting a genuine farm-to-fork approach. More recently, both Peak Edge Hotel and Casa Hotel achieved Green Tourism accreditation, recognising years of investment in responsible sourcing, biodiversity, local suppliers and sustainable hospitality.

“For us, capital expenditure and guest experience aren't competing priorities. The best investments improve comfort, create memorable experiences and strengthen what makes our hotels distinctive. When you achieve all three, the commercial return naturally follows,” said Mark.

As guest expectations continue to evolve, one message is clear: exceptional hospitality is no longer defined by facilities alone. While investment in core amenities remains essential, the greatest long-term value comes from creating meaningful, personalised experiences delivered by engaged teams. The most successful hotels will be those that strike the right balance between maintaining high-quality physical products and investing in the people, service and local connections that transform a stay into a lasting memory.

by George Denning

TIPTREE PATISSERIE LAUNCHES NEW ONLINE ORDERING PLATFORM FOR FOODSERVICE CUSTOMERS

Tiptree Patisserie, part of the Wilkin & Sons group, has launched a new online ordering platform designed to make it easier for cafés, tea rooms, visitor attractions, hospitality venues and foodservice operators across mainland UK to access its range of artisan cakes, traybakes and baked goods.

Available at www.tiptreecakes.com, the new website offers a carefully selected range of cakes, scones and muffins chosen specifically for their ability to travel well and deliver consistent quality, convenience and reduced wastage for operators.

The launch marks the latest development for Tiptree Patisserie, whose products already supply  Marriott Hotels, Uber Boat by Thames Clippers and Essex Wildlife Trust visitor centres. The quality of Tiptree Patisserie has been proven across Wilkin & Sons' own network of renowned Tiptree Tea Rooms, which welcome thousands of visitors every year. 

As part of the Wilkin & Sons Group,the company behind the iconic Tiptree preserves brand,Tiptree Patisserie combines artisan bakery expertise with the quality standards and heritage associated with one of Britain's most respected food producers.

All products are handmade in small batches, hand-finished and hand-decorated by a skilled bakery team, creating a range that delivers a premium homemade appearance while offering the convenience required by modern foodservice operators.

The online range includes a selection of cakes, traybakes, muffins and scones. Products include customer favourites such as Victoria Sponge, Lemon & Raspberry Traycake and traditional fruit scones, with additional products and seasonal lines set to be added throughout the year.

Products are supplied frozen with a minimum six-month shelf life, allowing operators to take out only what they need, when they need it. The approach helps reduce food waste, improve stock management and provide greater flexibility for businesses of all sizes.

Orders are available nationwide across mainland UK, with a minimum order value of £60 and free delivery available on orders over £150.

Tyler Bennett, Business Development Manager at Tiptree Patisserie, said: "The new website has been developed to make it easier than ever for businesses across the UK to access our products. We know operators are looking for quality, consistency and convenience, and that's exactly what this platform delivers.

"Our cakes and baked goods have already been proven within the Tiptree Tea Rooms and through a growing number of hospitality and foodservice customers. By making a selected range available online, we're helping more businesses access artisan bakery products that are handmade, easy to manage and designed to minimise waste.

"As part of the Wilkin & Sons family, quality is at the heart of everything we do. Every product is made in small batches and finished by hand, ensuring customers receive bakery products that look and taste exceptional."

The launch comes at a time when many hospitality operators continue to balance labour pressures, food waste reduction and growing customer demand for premium sweet treats. By offering frozen, handcrafted, pre-portioned products, Tiptree Patisserie aims to help businesses serve high-quality cakes and desserts without the challenges associated with in-house production.

Further product categories, including cookies and seasonal ranges, are expected to be added to the platform in the coming months.

For more information or to place an order, visit www.tiptreecakes.com.

by George Denning