The pandemic caused by the global spread of coronavirus led to substantial changes in all spheres of life and industries. In particular, it impacted consumer behavioral patterns and people’s attitude to a “well-recognized brand name that assures quality and instills trust” (Chan, 2021, par. 1). That is why after the pandemic, hoteliers focused on strategies to exceed consumers’ expectations that were not limited by service offerings and costs. At the same time, considering the peculiarities and functions of brands, it is possible to assume that strong hotel brands are fitter for the recovery after the COVID-19 pandemic and have more opportunities to attract new consumers and keep loyal ones.
In general, the post-pandemic hotel industry has experienced a shift from brand multiplicity and brand portfolios to brand authenticity. Authenticity may be defined as “a holistic consumer assessment determined by six component judgments (accuracy, connectedness, integrity, legitimacy, originality, and proficiency) whereby the role of each component can change according to the consumption context” (Nunes, Ordanini and Giambastiani, 2021, p. 2). In other words, the authenticity of hotel brands implies such values as faithfulness, honesty, responsibility, and support within the framework of current global events.
Moreover, the pandemic era requires the application of modern technologies in order to provide safety for consumers. They traditionally include virtual guest communications, online booking and check-in, mobile payment, touchless transactions, the use of robotics and AI, and multiple other options to ensure social distancing, the reduction of interpersonal interactions, and contactless consumption (Chan, 2021; Eggleston and Lee, 2021; Kim and Han, 2022). In addition, the role of the personalization of customer experience has emerged as well. That is why in the present day, a considerable number of customers report that they are looking for familiar hotel brand names and pay attention to the rate of lodging rather than prices (Chan, 2021; Eggleston and Lee, 2021). All in all, hoteliers’ efforts in strengthening their brand identities and creating brand values are strongly appreciated.
Taking into consideration brands’ peculiarities and new customer behavioral patterns, it can be inferred that strong hotel brands have more opportunities to adapt to the industry’s post-pandemic requirements. First of all, brands are recognizable, persuasive, flexible, transferable, and legally protectable. Due to its reputation, a brand generates a feeling of security and reduces functional, financial, social, physical, and psychological risks. In other words, by choosing strong hotel brands, people are expected to receive the highest quality of service. Offering safety and establishing trust through interaction with customers, brands contribute to their retention and loyalty. Moreover, brands’ flexibility allows them to adapt rapidly to global changes and associated shifts in consumer behavior. Finally, due to a strong self-representation and identity, any introduced innovations will be regarded as reliable and beneficial.
The benefits of a strong brand identity may be supported by real-life examples. Thus, Intercontinental Hotels Group (IHG) states: “We’re responding quickly and thoughtfully, ensuring that we do the right thing for our guests, colleagues, hotels and owners, plus the many local communities of which we’re proud to be a part” (IHG, no date, par. 1). The flexibility of the company allowed it to adapt to new requirements related to safety, cleanliness, and contactless interaction. In particular, new standards of service were introduced in relation to public spaces, food and beverage, operating procedures, and events.
Moreover, the flexibility of IHG is reflected in the company’s attitude to consumers’ plans that may be affected by the pandemic and associated regulations. That is why IHG launched the Confidence programme which banned cancellation fees and introduced discounts for IHG’s business customers (IHG, no date). In addition, the company focuses on the personalization of clients’ services in accordance with their interaction with it in order to impact their experience. For instance, IHG offers special benefits for the loyalty members of its IHG Rewards program (IHG, no date). People who visit the company’s hotels or resorts several times earn points and gain statuses for bonuses, such as free nights and discounts for a stay. Moreover, considering the pandemic that made journeys unavailable, IHG paused points expiration and reduced the criteria required for statuses.
To conclude, the example of IHG supports the statement that strong hotel brands are less vulnerable to failure due to the COVID-19 pandemic. First of all, their reputation, well-articulated self-representation, focus on authenticity, and flexibility allow them to serve customers more efficiently and adapt their services in accordance with changing needs and expectations. From brands, customers are expected a particular level of quality and visit them again when they receive it. In turn, brand hotels focus on making services personalized, introduce technologies for safety, and emphasize that customers’ support is their top priority. It goes without saying that in the post-pandemic period, hotels should continue following their chosen strategies, however, Star Consulting recommends paying particular attention to consumer feedback as it may attract more clients. For instance, hotels may interact with customers online and stimulate sharing their opinions related to the quality of services to strengthen brand awareness. In this case, people will have more desire to choose a brand that is not only well-recognized, but its safety is approved by others as well. At the same time, this business strategy allows to boost sales and contributes to client’s loyalty.
Reference List
Chan, E. (2021) Marketing: from brand multiplicity to brand authenticity.
Eggleston, K. and Lee, M. (2021) Hospitality industry moves into post-pandemic recovery mode.
Kim, J. J. and Han, H. (2022) ‘Saving the hotel industry: strategic response to the COVID-19 pandemic, hotel selection analysis, and customer retention,’ International Journal of Hospitality Management, 102, pp. 1-12.
IHG (no date) Our response to Covid-19.
Nunes, J. C., Ordanini, A. and Giambastiani, G. (2021) ‘The concept of authenticity: what it means to consumers.,’ Journal of Marketing, 85(4), pp. 1-20. doi: 10.1177/0022242921997081