The evolution of all-inclusive resorts reads a lot like the fairytale of Cinderella. From humble beginnings catering to a dollar-stretcher crowd – with mediocre buffet food, mid-level accommodations, and events centered around boisterous pool activities – to today’s transformation into a bright, rising star in the hotel industry. From 2011 to 2014, demand for all-inclusives rose from 8 to 14 percent,1 and now they are one of the fastest growing segments in vacation lodging. Hundreds of all-inclusive resorts now span the globe, moving beyond beachside havens to include ski resorts, wellness retreats, and exotic cultural destinations. Fueled by improving economic conditions and shifting guest expectations, all-inclusives now offer posh accommodations, diverse cuisine, and an ever-expanding array of amenities and services for guests of all ages and preferences.
Look Beyond Traditional KPIs
While occupancy and package revenues have traditionally been key performance indicators (KPIs) to monitor when seeking to boost profits at all-inclusive resorts, it’s much more beneficial for hoteliers to focus on increasing their ratio of customers with higher Total Guest Values. Total Guest Value comprises the revenue a customer brings in from all resort profit centers, less all costs associated with that customer, including package and acquisition costs. With these insights at their fingertips, hotel revenue managers can more effectively target a resort’s most valuable guests, as well as accurately forecast demand, optimize revenue, and drive higher profit margins across all customer segments.
When considering Total Guest Value, it’s important to understand that the type of traveler vacationing at all-inclusive resorts has changed dramatically over the past 15 years. No longer made up of budget-conscious vacationers and party-seeking singles, the new all-inclusive clientele skews toward multigenerational families, adventure seekers, health-and-wellness aficionados, luxury vacationers, and Millennials – who are making all-inclusives one of their top choices for destination weddings and honeymoons.2
In the past, a primary disadvantage of all-inclusive resorts was the inability to upsell guests to generate additional revenue. All-inclusive vacationers were happy to lounge poolside and enjoy the standard one-size-fits-all menu of activities found at nearly every resort. Today’s customer expectations have changed dramatically. All-inclusive resorts now offer a staggering array of ancillaries and luxury services to guests who are more willing to splurge on activities and experiences beyond their initial vacation package purchase. While traditional packages might include hotel, airfare, transportation, food, and beverage as fully covered, many all-inclusives are now adding upsell options such as entertainment, kids-zones or adults-only spaces, local excursions, and upscale restaurants. As a result, overall Total Guest Values are on the rise, and they’re bringing all-inclusive resort profits right along with them.
Targeted On-Property Upsells Boost Total Guest Value
In order to improve profitability, it’s important to capture data and analyze on-property guest shopping behavior at a granular level. Because guests typically pay for their packages several months before traveling, by the time they’re on site, they feel comfortable indulging in ancillary purchases that will make their vacation more special. They’re more likely to spend extra money on a nice bottle of wine, private dinner, personalized services, or even the work of local artisans on display, knowing they won’t experience sticker shock at the end of their stay.
All-inclusives gain incremental revenue by offering air and land transfers, and higher value/higher margin packages, such as wedding packages. Length of stay is another metric to consider, because in general, the longer a guest stays the higher their Total Guest Value. Customers who stay longer may be more likely to leave the resort. And with the all-inclusive model, every missed meal, or drink that’s not consumed, ends up positively impacting a hotel’s bottom line.
