I coudn't find my luggage at the airport baggage area, so I went to the lost luggage office and told the woman there that my bags never showed up. She smiled reassuringly and told me not to worry because she was a trained professional and that I was in good hands.

"Now," she asked me, "Has your plane arrived yet?"

By Daniel Edward Craig

In my last post, Social Media Ambush, I discussed the growing trend of travelers using social media to voice complaints, often without bringing them to the attention of staff. In this post I discuss two other ways travelers are using social media: requests for special treatment
and threats to write a bad review. 

For hotels social networks have performed disappointingly as a booking  channel, but for hotel guests they're proving to be a popular and efficient  customer service channel. Showing up with increasing frequency on Facebook pages  and Twitter feeds are comments like this: "Can't wait to celebrate our  anniversary at your hotel-hope you make it special!" 

On one hand it's fantastic when guests share their excitement in such a  public manner. On the other hand if truffles and pink champagne aren't waiting  in an upgraded Princess Suite, what are the risks? What if the guest is a  rampant, venomous blogger, a social media overlord who can bring the hotel to  its knees with a few blistering words? 

Moreover, accommodating all such requests could get cumbersome and expensive.  On any given Saturday night, for example, up to half or more of a hotel's rooms  might be occupied by guests celebrating a special occasion. 

Is social media freeloading becoming a problem? I asked several hoteliers,  and they responded with characteristic optimism and good cheer. 

"I would prefer to know about a guest's special occasion and delight them  than fail to meet expectations and generate dissatisfaction," says Ciarán Fahy,  managing director of 230-room The Cavendish in London.  The hotel's Facebook page reveals a stream of guest requests and commentary. But  Fahy says the volume is quite manageable, and the special treatment the hotel typically extends "has built massive loyalty and repeat business and supports positive reviews on websites too."

 At the 2,019-room Hyatt Regency Chicago,  social media marketing manager Jennifer Kedinger says, "We get requests for  upgrades and rooms with good views. We have seen a huge increase in guest social  support questions for directions [and] recommendations for restaurants and events." She says the hotel tries to accommodate all requests, if they have the  availability. "We appreciate our guests engaging us on social media regarding  their stay." 

It's a powerful tool for guests who are being mistreated, and perhaps  justifiable, but what if it's the guest who is doing the mistreating? As an  example, last month the owner of hotel in Cornwall, England reported to the  DailyMail.co.uk that a couple had threatened to post a bad review if he didn't  waive the last-minute cancelation fee. 

It's becoming an all-too familiar scenario. What's a hotelier to do? Hold  your ground, and the consequences might be harmful to reputation and revenue.  Give in, and not only do you encourage such behavior, you reward it. And you  feel dirty all over no matter how hard your scrub yourself down.

Small properties are especially vulnerable because they receive fewer  reviews. "Ninety-nine percent of our guests are genuine and sweet," says  Shellie, an innkeeper in Virginia. "One percent is rotten to the core." And yet,  she says, "The day in and day out stress of fighting someone like this is not  worth it. Ever."

 Are hoteliers completely at the mercy of social media intimidators? Not  necessarily. Here are a few suggestions for handling either scenario for the  best possible outcome.

 Requests for special treatment 

• Monitor social networks closely using alerts or a monitoring tool, and  respond quickly to all requests.
• Inquire about the nature of the occasion and share the excitement, but don't make any promises. If a guest really wants that heart-shaped vibrating bed, he can cough up.
• Flag the reservation and alert the front desk and applicable departments. Prioritize special treatment based on the occasion and availability.
• A personal note and a list of activity suggestions can be as well received  as an upgrade or welcome amenity.
• Set aside a promo budget for socially active guests; you'll likely enjoy  far better results than from those static print ads.
• Sites like Klout and PeerIndex will help you  gauge how influential people are on Twitter, but not how likely they will be to  write a review.
• Check back in with guests during or after their stay.

A threat to write a bad review

• Take threats seriously, but don't allow them to cloud your judgment. No employee should be held hostage to unreasonable demands and social strong-arming.
• Like with any complaint, remain calm and be unfalteringly professional. Offer options, and do everything within reason to find a resolution.
• A social media policy and guidelines will help staff know where they stand,  the options they have, and that upper management will support their decisions. 
• Record all details for future reference.
• Few guests will follow through once calmer heads prevail. If they do, post  a response to respectfully set the record straight. If claims are false and  damaging, dispute the review with the host site.
• The worst-case scenario? A bad review. It hurts, but it's hoteliers, not travelers, who fret over the occasional negative review. Learn from the situation, take comfort in having done your best, support the team and move on.

Social media gives voice to all types, from the dutiful to the unscrupulous, but overall the system works. We can't allow the folly of a few to ruin the many benefits of the wisdom of crowds.

Daniel  Edward Craig is a former general manager turned consultant  specializing  in online marketing, social media strategy and reputation management.  He is the author of three novels set in hotels, and his blog is a popular resource for hoteliers and travel marketers around the world.  Visit www.danieledwardcraig.com. 

I have just returned from a 2 week sales trip to the USA - SAA Roadshow on the East Coast and sales calls in New York.

The overall sense of travel in the USA was  surprisingly optimistic. Numbers are however drastically down from 2008, but  most agents are seeing a slow return of business. One operator,  was definitely confident that this year will end better than the year before and was doing lots of quoting for 2012 to Africa and trusting it will convert. 
  
However, having said that, business to Namibia is slow and not prolific. The majority of the agents who attended the workshops were incredibly eager to learn more about the country, logistics and
general conditions, but all admitted that they were not getting many requests forNamibia, and if they did, they didn’t feel confident to sell it. Clients don’t generally walk into an agency requesting Namibia, it needs some selling.  I certainly found it a harder trip  than any other I had done to the USA from a selling/conversion perspective and attribute this to the economic climate and the lack of exposure of Namibia, as a destination, to  the market.

The Namibian Tourism Board have big plans to run a large campaign in North America in 2012 and are gearing up their collateral and resources. This can only benefit Namibian properties and we have to ensure we ride the wave of consumer awareness they create for us.  Continued education of the agents and exposure of the destination to the consumer, is vital to ensure growth in this geographic market.

By Paul Prisco

Did you know every day over 10,000 Baby  Boomers turn 65? There are  almost 80 million Baby Boomers in the United States,  and collectively  this group has spending power upwards of $1 trillion annually. As a  business owner, you should examine the myths surrounding this age group 
if you want to successfully target this lucrative demographic. 

Myth 1: Baby Boomers have fierce brand loyalty
This is not the case, since Baby Boomers grew up in the 1960s during a  time  of youthful freedom, experimentation and expression. Some studies  have shown  Baby Boomers are more likely to try new brands than any other  demographic. For  example, 78 percent of Baby Boomers will switch TV  brands, and 70 percent will switch brands when buying home appliances.

 
Myth 2: Baby Boomers have health and mobility  issues
The perception that Baby Boomers are in bad health and have a hard  time  getting around leads to ineffective marketing. Your messaging and  offers should  engage them as active consumers. As a direct result of  medical technology and  the advancement of hip and joint replacement  surgery, among others, they are  going back to the activities they once  loved to do-and some have never taken a  break from them. What's even  more encouraging is that Boomers are engaging in  activities for health  benefits. They might not be running as fast or jumping as  high but they  are out there doing it. 

Myth 3: Baby Boomers get tighter with money as they  age
Baby Boomers now cite the average retirement age at around 68, and  over 50  percent of Boomers will have new careers. With a genuine need to  contribute to  society and stay active, retirement isn't what it used to  be. Baby Boomers will  have disposable income while working and continue  to try new things given their  busy and on-the-go lifestyle, which is  great for marketers.

Myth 4: Baby Boomers don't engage with technology
A recent eMarketer study confirmed almost 50 percent of Baby Boomers  maintain an active social media profile. So reaching them on Facebook,  Twitter  and LinkedIn is now an option. While Facebook is most popular  among Boomers,  Twitter is also growing in popularity. Don't count them  out on the mobile front  either, Boomers now account for over 20 percent  of smartphone users.
 
Myth 5: Baby Boomers don't travel that much
It is a fact that Baby Boomers have traveled more than the generation  before  them. They consider travel a necessity. With the kids off to  school and a great  connection to the global community, there is more  opportunity than ever.  Lastly, 82 percent of all luxury goods are  consumed by Baby Boomers, which  directly ties into the luxury travel and  hospitality industries.

 When thinking about marketing to Baby Boomers, the granny with the  walker image needn't apply. Today's Boomers are more youthful, both in  brand  expression and loyalty. Developing a solid research and  segmentation strategy  to drive your creative process and actively engage  Baby Boomers can prove to be  a smart and profitable move for your  company or brand.


OPEN Cardmember Paul Prisco is the Founder and Principal at Dog Food Design,  a design and direct-marketing  agency for brands. He has helped leading  organizations such as AARP and othersleverage design in their direct  marketing programs to driveROI.

(Hi - it has been a while since I last added any new insights to my blog. I have been madly travelling in Namibia, and am playing catch-up with life. However, I stumbled across these tips and thought they were usefull!)

First and most importantly, positioning is  everything in negotiation. The way that the situation is initially approached, and when, are more influential on outcomes then all of the other negotiating
tactics and techniques combined.

 Rules 1 and 2 are absolutely critical even before you start a negotiation.

 1. Have an alternative - negotiate with freedom of choice.
If you are selling something -be unique, and have lots of other potential customers, and so be able to walk away; if buying definitely be able to walk away.

 2. Negotiate when the sale is conditionally agreed, not before (if buying the opposite
applies) Negotiate when the sale is conditionally agreed, and no sooner.

3. Aim high, Aim for the best outcome. (You can always drop your position, but you can't climb)

4. Let the  other side go first. Try  to avoid 'going first' on price if you can. 
 
5. List all of  the other side's requirements before negotiating. Get  the other person's full 'shopping list' before you start to negotiate.

6. Concessions  - don't give them away. Never give away a concession without getting something in return (buyers tend to  resist giving any concessions at all).

7. Keep the whole picture in your  mind. Know where you want to go.

8. Prepare and  keeping looking for variables and solutions. Keep searching for variables, concessions, 'bargaining chips', incentives.

 9. Keep  accurate notes, and show that you are doing it.
 
10. Summarise  and clarify the negotiation as you go, confirm understanding continually.