Asia Pacific Hotel Industry Sentiment Survey Response (COVID-19)

The purpose of the questionnaire is to gather responses on the impact of COVID-19 including the measures taken during COVID-19 and in preparation for post COVID-19 in the hospitality industry across Asia Pacific.

Key Highlights

Most Impacted Factors During COVID-19

Common Measures During COVID-19 (>80% of the surveyors)

Reduce Shift/Work Hours
Freeze Hiring
Encourage Employees to Take Annual Leave
Reduce Operational Hours of F&B Outlets
Suspension/Delay of Capital Expenditure
Temporary Closure of Other Facilities in Hotel
Allow Flexibility for all Hotel Bookings (Full Refund/Credits/Waive Rebooking Fees)
Reduce Operational Costs

Common Measures In Preparation of the COVID-19 Recovery (>60% of the surveyors)

Staff Training/ Retraining
Decreased Outsource Manpower/Part-Timers
Market Stay Packages
Public Relations Efforts
Change in F&B Sales Strategy

Profile of Respondents

Operators at both property and corporate levels
Private and institutional property owners

Source: HVS

Q1: Luxury Hotels – To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".

Source: HVS

Q1: Upscale Hotels – To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".

Source: HVS

Q1: Midscale Hotels – To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".

Source: HVS

Q2: What are the measures taken during COVID-19?

Source: HVS

Q3: What are the measures taken in preparation of the recovery?

Source: HVS

Q4: What are the new management and operational strategies post-COVID-19?

Room Department

Focus on driving occupancy post-COVID first before room rates

Marketing

Focusing and targeting recovering markets (i.e. Asia, Leisure)
Redirect marketing efforts to local or regional markets
Increase marketing efforts to stay relevant in the market
Increase marketing efforts to corporate accounts
Focusing on promotions with packages to drive volume when market recovers
Maintain and follow-up relationship with top, regular and new clients

Property-Level

Drafting New “normal” operation SOPs and post crisis event calendar for better preparation
Delay non-urgent capital expenditure spending
Capitalise on available government schemes
Scaling down on costs
Divert discretionary spending to areas which will have direct positive impact on customer experience such as operations, renovations, technology upgrades and service training