Successful marketing and professional sales are key success factors in the hotel, restaurant and tourism industries. Markets are constantly changing, new competitors are emerging, and guests today expect clear, authentic and distinctive offerings. To survive in this environment, you need a clear strategy that combines market knowledge, positioning, product design and sales management.

A coherent marketing and sales approach begins with a thorough analysis. This involves questions such as how the relevant market is developing, how competitors are acting, and which trends are influencing demand and guest behaviour. Based on this, a strategy is developed that defines goals, sets budgets and derives concrete measures. Both traditional instruments such as pricing and terms and conditions policies and modern digital channels, online presence and direct bookings play a decisive role here.

The focus is always on how resources can be used efficiently to increase visibility, reduce distribution costs and not only meet but exceed guest expectations. From market and competitor analysis to the development of a distinctive brand strategy, communication concepts and the acquisition of new sales partners, marketing and sales create the basis for tourism businesses to grow sustainably and successfully compete in the market.

The basis for sound marketing decisions

Professional market and competitor analysis is a key component of successful marketing and efficient sales in the hotel and tourism sector. It provides fact-based insights so that strategic decisions can be made based on solid data rather than gut feeling. By combining market and competitive information, measures can be planned precisely, budgets can be allocated in a targeted manner, and risks can be minimized.

Market analysis – keeping an eye on developments and potential
Market analysis examines the supply and demand situation in the relevant geographical environment – locally, regionally and nationally. Both current values and multi-year trends are taken into account in order to identify sustainable developments. Important aspects are:

• Arrivals and overnight stays in the region and in the country
• Average length of stay and seasonal fluctuations
• Market shares in regional and national comparison
• New hotel or leisure projects and planned expansions of facilities in the destination
• Price levels of comparable businesses in different market segments
• Overarching market trends such as growing demand for sustainable offerings, changes in booking behaviour or the influence of events and major events on demand

The market analysis not only serves to take stock of the current situation but also identifies specific areas for action in order to adapt services to changing guest needs or market conditions.

Competitor analysis – comparing strengths and weaknesses

• Name and contact details of the competitor
• Website and online presence, including visibility on booking platforms
• Service offer profile – number of rooms and beds, room amenities, catering services
• Additional services such as wellness areas, conference rooms or leisure activities
• Price structure, seasonal pricing and special offers
• Online reviews
• Unique selling points such as special location, concept or service quality
• Brief assessment of market position in comparison to your own business

This structured competitive analysis provides valuable insights for refining your own offering, marketing your strengths in a targeted manner and closing existing gaps. Especially in tourism, where guest needs and market conditions change rapidly, an overview of your competitors is a decisive competitive advantage.

Only those who know their market and competitors in all dimensions can operate successfully in the long term. A consistently implemented analysis creates clarity, minimises risks and significantly increases the chances of success for planned marketing and sales measures.

Be clearly recognizable in the market

Clear positioning and a well-thought-out brand strategy are crucial for hotels and tourism businesses to successfully stand out from their competitors. They determine how the business is perceived in the market, what expectations guests have when booking, and why they choose this particular offer and not another.

Positioning is closely linked to the development of a mission statement. The values, goals and promises defined in the mission statement form the foundation for the brand strategy.

Positioning – defining your place in the market

• determining which guest groups to target (e.g. conference participants, families, active holidaymakers)
• defining the price segment and quality level you want to operate in over the long term
• working out what emotional experience you want to convey (e.g. adventure, regional authenticity, relaxation)
• highlighting how your offer differs from that of your competitors (e.g. special location, unique facilities)

Clear positioning ensures that guests immediately understand what a company stands for and what added value it offers. It also forms the basis for consistent communication and helps to target marketing and sales activities.

USP – making the unique selling proposition visible

• Unique location with direct access to a nature experience
• Historic building with an authentic atmosphere and modern comfort
• Culinary unique selling point such as award-winning cuisine or regional specialities
• Specialisation in specific guest segments (e.g. mountain bikers, adults-only, wellness)

Brand strategy – creating recognition and strengthening trust

• Consistent messaging and visual language
• Emotional appeal that highlights the USP
• Consistent implementation across all booking channels
• Experience-oriented communication that creates images in the mind
• Maintenance and further development of the brand in line with guest needs and market trends

„A brand is not just a logo, it’s the entire experience your guests have with your business.“ – Shep Hyken

Only those who clearly define their position in the market and consistently make it visible across all touchpoints, building a distinctive brand identity that not only attracts new guests but also retains existing ones, can set themselves apart from the competition in the long term. A consistently implemented brand strategy strengthens market presence, increases recognition value and creates stable sales in the long term.

Bringing the brand to life

While positioning and brand strategy set the direction in terms of content, corporate identity (CI), corporate design (CD) and corporate culture (CC) ensure that this strategy is implemented in a visible, tangible and credible manner in day-to-day operations. For hotels, for example, this means that guests have a consistent experience from the first contact to departure and beyond, reflecting the values and promises of the brand.

Corporate Identity – the personality of the business
Corporate identity describes a company’s self-image and forms the basis for all strategic and operational decisions. It encompasses the mission statement, values and long-term goals. In the hotel industry, a clear CI means that every guest contact, every service and every communication is in line with this identity. A hotel that positions itself as ‘authentically regional’ will reflect this in its architecture, cuisine, service and marketing.

Corporate Design – the visual appearance
Corporate design ensures that the brand is visually recognisable. This includes the logo, colour scheme, typeface, imagery and design elements. In practice, this means a consistent appearance on the website, in brochures, menus, guest information, social media posts and on signage or uniforms. A coherent CD strengthens brand recognition and conveys professionalism.

Corporate Culture – gelebte Unternehmenskultur
Die Corporate Culture ist die Summe der Werte, Haltungen und Verhaltensweisen, die in einem Betrieb gelebt werden – sowohl im Umgang mit Gästen als auch innerhalb des Teams. Sie ist maßgeblich dafür verantwortlich, ob Gäste das Markenversprechen tatsächlich erleben. Eine wertschätzende, serviceorientierte Kultur steigert nicht nur die Gästezufriedenheit, sondern auch die Motivation und Loyalität der Mitarbeiter.

Important success factors for the brand experience

• Consistency across CI, CD and lived corporate culture
• Consistent implementation at all guest touchpoints
• Regular review and adaptation to market and guest expectations
• Team involvement and training to ensure that values and brand promises are communicated authentically

„Your brand is what other people say about you when you’re not in the room.“ – Jeff Bezos

A company that clearly defines its corporate identity, consistently implements its corporate design and lives a coherent corporate culture creates a brand experience that has an impact far beyond the experience itself. Guests feel welcome, taken seriously and emotionally connected, return and also provide recommendations and positive online reviews. A consistent combination of identity, design and culture strengthens market position, justifies higher price levels and contributes significantly to sustainable sales and image development.

A clear focus for sustainable success

A concisely defined marketing and sales strategy is essential for hotels and tourism businesses in order to reach target markets in a targeted manner, use budgets efficiently and secure long-term revenue. It forms the link between the corporate orientation defined in the mission statement and its practical implementation in day-to-day business

A good strategy not only answers the question of which guests should be targeted, but also which channels should be used to do so, what messages should be communicated, and which measures will lead to stable occupancy and profitable pricing.

Fundamentals of a successful marketing strategy
The first step is a detailed analysis of the initial situation – both internally (offer, capacities, price structure, occupancy) and externally (market developments, competitors, booking trends). Based on this, target markets and their priority are determined. For hotels, this can mean, for example:

• Focusing on specific source markets or guest segments
• Extending seasons in a targeted manner or tapping into new periods of demand
• Optimising distribution channels to reduce dependence on individual channels

Marketing strategy – controlling presence and communication
The marketing strategy determines how the hotel communicates in the market and what core messages are conveyed. It defines the content mix – from image campaigns and promotional offers to storytelling – as well as the channels, from the hotel’s own website and social media to collaborations with destinations or tour operators. The aim is to create a consistent, recognisable image that supports the positioning and USP of the business.

Sales strategy – making optimal use of booking channels
The sales strategy controls the ways in which guests can book and how these channels are managed. This includes:

• Own website with powerful booking engine
• Online travel agencies (OTAs) with clear price and availability control
• Cooperations and partnerships (e.g. theme-specific platforms, tour operators, associations)

A coordinated marketing and sales strategy avoids channel overlaps, minimises price dumping and ensures that measures are measurable and controllable.

‘Success does not come by itself – it is the result of clear goals, smart strategies and consistent implementation.’ – Klaus Kobjoll

A clearly defined marketing and sales strategy gives the company direction, focuses all efforts on common goals and ensures that operational measures in terms of product range, pricing, sales and marketing are coordinated. It is a dynamic management tool that is regularly adjusted to enable a flexible response to market changes.

Offers that delight guests and increase revenue

Offer development is one of the key success factors in tourism. It determines how attractive a business is to existing and new target groups, how clearly it stands out from its competitors, and what economic contribution each booking or service makes. A compelling offer is the result of careful planning that combines market knowledge, creativity and economic efficiency.

The starting point is the core offer – be it accommodation, a gastronomic menu, an activity or a service – combined with additional services that create recognisable added value for guests. This results in packages or arrangements that convey experiences and address specific needs.

Each offer should be tailored to clearly defined target groups. Leisure and recreation-oriented guests expect different services than business travellers, culture enthusiasts or active holidaymakers.

The offer is designed to be perfect for the different sales channels. On your own website, it can be presented in detail, emotionally and with exclusive benefits. On online platforms, the presentation should be concise, clearly structured and easy to compare. In direct sales, individual options and additional services can make the difference. In general, it’s important that the basic information is consistent and coherent across all sales channels.

In addition to the content, profitability is also crucial. A clear definition of services, transparent calculations, seasonal pricing and the option of providing additional services ensure economic efficiency. Continuous evaluation and adjustment help to maintain attractiveness and profitability in the long term.

‘If you stop getting better, you stop being good.’ – Philip Rosenthal

Strategically planned product development ensures that tourism services are not only presented in an appealing way, but also remain market-oriented, economically viable and successful in the long term. It creates the basis for inspiring guests, exceeding their expectations and, at the same time, strengthening the profitability of the business.

Acting in an economically sensible and market-oriented manner

A clearly defined pricing policy and terms and conditions are a key management tool in tourism. They determine how services are positioned on the market, which pricing structures apply and under which conditions bookings can be made. This is not just a question of price levels, but also of flexibility, transparency and strategic orientation.

Pricing in practice

The first step is to analyse supply, demand, competitors and target groups. The price must be in line with the perceived value. This is influenced by quality, service, location, additional services and brand perception. Price structures can vary seasonally, according to demand or target group. Dynamic pricing makes it possible to react flexibly to changes in the market, such as major events, public holidays or weak demand.

Set and communicate terms and conditions
In addition to price, booking and cancellation conditions play an important role. Flexible conditions can lower the threshold for making a booking, while more restrictive rules provide planning security.
Important points here are:

• Cancellation and rebooking conditions
• Minimum stay durations or blackout dates
• Advance payment or deposit requirements
• Inclusive services and additional costs

Clear communication of these terms and conditions – both on your own website and in external sales channels – prevents misunderstandings and builds trust among guests.

The pricing and terms policy has a direct impact on sales channels and marketing measures. Consistent pricing across all channels prevents confusion and strengthens guest confidence. Different benefits – such as exclusive services for direct bookings – can help steer bookings to the desired channel.

‘Price is what you pay. Value is what you get.’– Warren Buffett

A well-thought-out pricing and terms policy ensures a harmonious interplay between profitability, competitiveness and guest satisfaction. It strengthens your market position, creates planning security and forms the basis for sustainable revenue development.

Designing Your Optimal Sales Mix

In tourism, meticulous distribution planning is crucial for selecting the right markets and channels, deploying resources effectively, and generating profitable bookings. It defines how your offers are positioned in the market, which target groups are addressed via which channels, and how pricing and content are managed consistently across all channels. Sales management ensures this plan is consistently implemented, continuously monitored, and adjusted as needed.

Direct Sales Channels – The shortest route between your business and the guest, without intermediaries.

• Your Own Website with an Online Booking Engine
• Bookings via Email, Telephone, or in Person (Walk-ins)
• Your Newsletter and Social Media Channels

Direct channels give you complete control over pricing, availability, communication, and guest data. They are typically more cost-effective but demand proactive marketing to ensure sufficient reach and visibility.

Indirect Sales Channels – Through partners and intermediaries who receive a commission or fee. These include:

• Online-Travel-Agencies (OTAs)
• Tour Operators and Travel Agencies
• Destination Management Organisations (DMOs) with a booking platform
• Themed Specialist Portals or Partner Networks
• Global Distribution Systems (GDS)

Indirect channels provide wide reach and access to new markets and target groups, but they are associated with higher distribution costs and offer less control over direct contact with the guest.

Professional sales planning combines direct and indirect channels to secure reach and occupancy while keeping distribution costs under control. Direct bookings deliver higher margins and customer loyalty, whereas selected indirect channels are strategically used for market expansion or boosting occupancy. Regularly analyzing channel shares, cost structures, conversion rates, and occupancy figures is fundamental for continuously optimizing this mix. Effective sales management also involves adjusting offers and pricing for each channel. A clear sales plan, backed by consistent management, creates the foundation for sustainable success.

Measuring and optimizing online visibility

For tourism businesses, online presence has become one of the key factors for success. Guests often research, compare offers and make bookings long before they get to know the business personally. That’s why it’s important to regularly check how visible, appealing and booking-friendly your online presence is.

A professional evaluation of your online presence provides answers to key questions:

• How easy is it to find your business in search engines?
• How attractive and user-friendly is your website, and is it responsive (optimised for mobile use)?
• What content and images shape the first impression?
• How visible are you on external platforms such as OTAs, meta search engines, social media and tourism portals?
• What reviews and comments can be found on review platforms – and how are they responded to?

The website is usually the most important direct sales channel. It should be clearly structured, visually appealing and technically flawless – from loading speed and mobile optimisation to the integrated booking function. Meaningful texts, high-quality images and emotional content are crucial for converting visitors into bookers.

In addition to your own website, your presence on OTAs, meta search engines, social media, DMOs or topic-specific portals is also relevant. Consistent content, up-to-date data and attractive imagery ensure that your business is perceived as consistent and professional.

Online reputation is becoming increasingly important. Reviews on platforms such as Google, TripAdvisor, HolidayCheck or Booking.com have a major influence on booking decisions. An analysis covers both the quantity and quality of reviews, as well as the speed and professionalism of responses to them.

Tools such as Google Analytics, Search Console and Social Media Insights help to measure user behaviour, reach and conversion rates. The insights gained form the basis for targeted optimisations such as search engine optimisation (SEO), user guidance and visual language.

“In the digital world, your website is your storefront, your social media is your voice, and your reviews are your reputation.” – Bernard Kelvin Clive

Regular and comprehensive evaluation of your online presence not only reveals potential for optimisation, but also increases reach, bookings and competitiveness, making it a central component of a successful marketing and sales strategy.

Strategic advertising, efficient investment

A clearly structured marketing plan ensures that all advertising and communication measures are coordinated in a targeted manner and bring the greatest benefit to the business. It not only defines the goals, but also which messages are sent to which target groups via which channels and how high the budgets allocated for this are.

Defining objectives
The first step is to set measurable goals that are derived from the corporate strategy and disribution planning. A distinction is made between quantitative goals (e.g. increasing turnover, increasing capacity utilisation, increasing the proportion of direct bookings, expanding certain target markets) and qualitative goals (e.g. improving online reviews, increasing brand awareness, building greater guest loyalty, increasing the recommendation rate). The objectives should be formulated in accordance with the SMART principle – specific, measurable, attractive, realistic and time-bound.

Prepare a marketing plan
The marketing plan specifies:

• which target groups are to be addressed
• which messages and content are to be communicated
• which channels are to be used (e.g. website, social media, newsletter, PR, trade fairs, print)
• which measures are to be implemented and when (annual or seasonal planning)

A balanced mix of short-term activities to generate bookings quickly and long-term measures to build the brand ensures that both immediate returns and a lasting impact are achieved. An effective communication concept defines what, how, when and through which channels communication will take place in order to reach the desired target groups and promote bookings. It ensures that offers and content are communicated in a clearly structured manner and that the message remains consistent across all channels.

Marketing budgeting is an integral part of marketing planning
In addition to direct advertising costs (e.g. adverts, campaigns, content production), ongoing costs for tools, platform fees or agency services must also be taken into account. Regular performance reviews ensure that funds are used efficiently and budgets can be adjusted as necessary. A monthly overview of planned expenses, grouped by cost category, provides clarity and easy control.

Regular performance reviews are important to check whether the budget allocated is delivering the desired results. Key figures such as reach, click rates, booking enquiries, conversion rates or costs per booking help to determine the ROI (return on investment) and optimise planning for future periods.

Activity list as an implementation plan
At the end of the marketing plan is a concrete list of activities. It contains all planned measures with deadlines, responsibilities and, if necessary, additional notes on implementation. This tool ensures that the plan does not remain just a concept, but is also implemented step by step in day-to-day business. The activity list should be updated regularly and discussed within the team to ensure progress and adjust priorities as necessary. This ensures that communication is not left to chance, but is targeted and timely.

‘A goal without a plan is just a wish.’ – Antoine de Saint-Exupéry

A consistently implemented marketing plan with a clear budget and a binding implementation plan ensures that resources are used optimally, wastage is avoided and set goals are achieved. It combines strategy with concrete measures and makes marketing in tourism plannable and measurable.

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