Article: Right tools help small hotels gain group travel business
Many must compensate for a lack of time, money and personnel
By Jeff Bzdawka, CEO, KnowlandJul 26, 2024
Group travel business can bring hotels much needed revenue. Jeff Bzdawka, CEO of research firm Knowland, offers tips on how smaller hotels with limited meeting space can capitalize on this revenue stream.
Boosting group travel revenue in small hotels
There is a science to sales. Those of us who work in the hospitality industry know many essential qualities are needed for successful sales outcomes. Qualities include verbal and non-verbal communication skills, listening skills, and the ability to convey information persuasively.
Empathy, product knowledge, problem-solving skills, and a goal-oriented mindset are crucial when understanding and relating to the customer’s needs, concerns, and emotions. When these skills come together, the salesperson can build trust and rapport. These are the essential elements for closing the deal.
But what if you manage a smaller property or have limited services? You’ve got the meeting space to host meetings under 100 attendees, but you don’t have the time or expertise to research your market to identify and win those customers. The reality for many small hoteliers is the lack of time, money and personnel. The “salesperson” is likely also doing double duty by checking in guests, counting inventory or managing other duties every minute of the day. And the phone continues to ring.
When time, and often personnel, is scarce, gaining insight into the groups meeting in their market or even their sub-market can seem impossible. So, how can smaller hoteliers compete with the more prominent brands or properties in their market?
Leveraging Data to Activate Group Sales
Identifying active accounts in a specific market can be stressful and time-consuming. It can be challenging to determine which accounts are the best fit for a property, and taking the time to do so can feel overwhelming for hoteliers in environments where they are responsible for both sales and operations.
It isn’t easy to decipher which accounts are the best fit or produce more business. It is also easy to feel overwhelmed by data and not know where to start. Over time, this can become draining for even the most diligent and goal-oriented salesperson.
Add to that frustration, the influx of RFPs sent by meeting planners who may be less experienced or unfamiliar with your property. This results in more lead volume but often lower conversion rates. With too many RFP responses to navigate, novice meeting planners get lost in the crunch to reply to each one and hotel sellers end up being ghosted.
Empowering limited-service hotels, which were hardest hit by the recent travel slowdown, with automated prospecting will help streamline the sales process. If qualified accounts are delivered directly to the seller’s inbox, productivity and group business growth can be boosted. Thanks to the advances in AI and machine learning, valuable group sales intelligence solutions for all hotel sizes and chain scales are available today.
This automation is having a trickle-down effect by lowering the barrier to entry for automated prospecting at scale, which in turn helps hotels unlock a clear return on investment when purchasing prospecting solutions.
Best Practices to Improve Prospecting Efforts
Using data to facilitate and improve prospecting efforts is crucial. However, software solutions are often too expensive to purchase or difficult to learn and maintain for smaller hotels with limited budgets and high staff turnover. It’s time for that to change.
We know small meetings are the key to profitability. Industry data shows that 50 percent of meetings have under 100 attendees. Access to data ensures busy hoteliers can take advantage of group business without stress or abandoning their other priorities. This is a beacon of hope for small hoteliers, showing that there is a way to manage their time and resources more effectively and, more importantly, fill need periods when leisure bookings wane.
There are various sales automation tools designed to streamline and automate different aspects of the prospecting process. These tools leverage technology to help sales teams identify and engage with potential leads more efficiently, ultimately driving higher conversion rates and sales productivity.
From lead generation to email automation to CRM integration, it can be daunting for limited-service hotels to know which tool will provide the best ROI regarding group sales. More importantly, many of these tools are designed to help hoteliers track, manage, and sell to consumers, not meeting event planners looking to book smaller events.
It is more cost-effective for smaller properties to focus on group business as opposed to the leisure traveler. Filling needs periods when leisure is waning with group business is becoming essential to a hotel’s success.
Here’s a short list to consider when looking for prospecting sales solutions:
Look for data that qualifies the opportunity. Make sure to go beyond just company and contact data. Knowing booking patterns and intent preferences can make the difference between a cold call and a warm call. Specifically, look for the data you need to qualify the opportunity and determine if the meetings in your market are ones that your property can support.
Know accounts new to your local market. By gaining knowledge down to your local sub-market, you can keep tabs on what accounts have moved into your area and be among the first to reach out to win their business.
Identify top opportunities for your property. Historical events are a strong predictor of future booking and can be useful to identify which accounts will likely book in your sub-market this year. Having that data in hand will allow you to proactively conduct outreach.
When looking to enhance group business – especially in an uncertain market, prospecting automation tools that empower sales teams to work more efficiently, optimize their outreach efforts and focus their time and resources on qualified high-potential leads will ultimately drive greater sales success. To position your sales teams for growth, make sure they are equipped with these tools that will improve both their productivity and performance.
Peachtree recognized by Inc. and the Atlanta Business Chronicle.
Named to the 2025 Inc. 5000 list for the third year.
Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing companies.
PEACHTREE GROUP ENTERED the 2025 Inc. 5000 list for the third consecutive year. The company also won the Atlanta Business Chronicle Pacesetter Awards as one of the city’s fastest-growing private companies.
The Inc. 5000 list provides a data-driven look at independent businesses with sustained success nationwide, while the Business Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing privately held companies, Peachtree said in a statement.
“We are in the business of identifying and capitalizing on mispriced risk, and in today’s environment of disruption and dislocation, that has created strong tailwinds for our growth,” said Greg Friedman, managing principal and CEO. “These recognitions validate our ability to execute in complex markets, and we see significant opportunity ahead as we continue to scale our platform.”
The Atlanta-based investment firm, led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal, oversees a diversified portfolio of more than $8 billion.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
U.S. holiday travel is down to 44 percent, led by Millennials and Gen Z.
Younger consumers are cost-conscious while older generations show steadier travel intent.
76 percent of Millennials are likely to use AI for travel recommendations.
NEARLY 44 PERCENT of U.S. consumers plan to travel during the 2025 holiday season, down from 46 percent last year, according to PwC. Millennials and Gen Z lead travel intent at 55 percent each, while Gen X sits at 39 percent and Baby Boomers at 26 percent.
PwC’s “Holiday Outlook 2025” survey found that among those not traveling, about half prefer to celebrate at home and cost concerns affect 43 percent, rising to 50 percent for Gen Z non-travelers. Visiting friends and relatives remains the main reason for holiday travel, cited by roughly 48 percent of those planning trips.
Younger consumers are more cost-conscious, while older generations show steadier travel intent. This split influences travel operators’ planning: younger travelers may require clear value, bundled perks and flexible options, whereas older travelers respond to reliability and convenience. Despite overall spending pressure, travel remains a key priority, reflecting its social and emotional importance during the holidays.
PwC surveyed 4,000 U.S. consumers from June 26 to July 9, with 1,000 each from Gen Z, Millennials, Gen X and Boomers, balanced by gender and region.
Generational spending patterns
Gen Z plans a 23 percent reduction in spending after last year’s 37 percent surge, while Boomers expect a 5 percent increase. Millennials are largely flat, down 1 percent and Gen X edges up 2 percent. Overall holiday spending is down 5 percent, with gift spending falling 11 percent, while travel and entertainment budgets remain stable, increasing 1 percent.
Households with children under 18 plan to spend more than twice as much as households without, averaging $2,349 compared to $1,089, highlighting the focus on family-centered experiences.
For travel and hospitality operators, these patterns suggest stronger conversion potential among older cohorts with steadier budgets and the need for clear value and cost transparency for younger travelers. Consumers are prioritizing experiences and togetherness over material gifts. Flexible fares, transparent pricing and bundled benefits such as Wi-Fi, breakfast, or late checkout can reinforce value and encourage bookings, especially among younger demographics. Gen Z’s pullback makes price-to-experience ratios decisive.
AI, timing and travel strategy
About 76 percent of Millennials say they are likely to use AI agents for recommendations, signaling a shift to “assistant-first” travel discovery. Operators must provide structured, AI-readable content, including route maps, fees, loyalty policies and inventory availability. Brands that do not may be invisible in AI-driven search and recommendation systems.
This year’s late Thanksgiving on Nov. 27 compresses the holiday booking window. Short-haul visiting-friends-and-relatives trips may see bunched reservations, increasing demand for early inventory visibility, simple cancellation policies and accurate last-minute availability. Operators should hold a portion of inventory for late bookings, streamline mobile checkouts and maintain flexible policies to capture last-minute travelers.
Strategies should be generationally targeted. Boomers and Gen X respond to comfort, reliability and multi-generational options, while Millennials and Gen Z require clear value and AI-optimized offers. Focusing on VFR travel through “home for the holidays” packages, flexible dates, partner transport and easy add-on nights can capture demand in key residential hubs.
Despite overall spending declines, travel remains a priority. Operators that deliver transparent value, AI-ready content and offers tailored to each generation can maintain bookings, convert last-minute demand and meet consumers’ evolving holiday expectations.
A TravelBoom Hotel Marketing report found that Americans continue to prioritize travel despite inflation and economic uncertainty, but with greater financial caution. About 74.5 percent plan a summer vacation and 17.5 percent are considering one, showing strong demand linked to careful budgeting.
Global hotel RevPAR is projected to grow 3 to 5 percent in 2025, JLL reports.
Hotel RevPAR rose 4 percent in 2024, with demand at 4.8 billion room nights.
London, New York and Tokyo are expected to lead investor interest in 2025.
GLOBAL HOTEL REVPAR is projected to grow 3 to 5 percent in 2025, with investment volume up 15 to 25 percent, driven by loan maturities, deferred capital spending and private equity fund expirations, according to JLL. Leisure travel is expected to decline as consumer savings tighten, while group, corporate and international travel increase, supporting RevPAR growth.
Major cities continue to attract strong demand and investor interest, particularly London, New York and Tokyo. APAC is likely to post the strongest growth, fueled by recovering Chinese travel, while urban markets remain poised for continued momentum.
Lifestyle hotels are emerging as the new “third place,” blending living, working and leisure. The trend is fueling expansion into branded residences and alternative accommodations. JLL said investors must weigh regional performance differences, asset types and lifestyle trends when evaluating opportunities.
Separately, a Hapi and Revinate survey found fragmented systems, inaccurate data and limited integration remain barriers for hotels seeking better data access to improve guest experience and revenue.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.