Standing Out in an Increasingly Crowded Hospitality Market Course in Amsterdam

Hotels now compete not only with neighbouring properties, but with global chains, independent hotels, alternative accommodation and an ever-growing number of options visible through digital platforms. This workshop helps hotel leaders understand where they can compete most effectively, identify meaningful opportunities in their market and develop a sharper value proposition.

Participants leave with practical approaches for becoming more relevant, visible and difficult to substitute in the eyes of their target guests.

The course focuses on the hotel and accommodation market, exploring where the property should compete, which customers and opportunities to prioritise, and how to create and communicate a stronger competitive proposition.

• Define the real competitive set from the guest's perspective, including direct, indirect and alternative accommodation
• Analyse how competitors present their offer, experience and value
• Use reviews and market feedback to uncover competitor strengths, weaknesses and gaps
• Map the competitive landscape to identify where opportunities may exist
• Understand demand by travel purpose, occasion, need and behaviour
• Assess the attractiveness of different customer groups and occasions
• Identify needs that competitors serve poorly or inconsistently
• Match market opportunities with the genuine strengths of the property
• Build a value proposition that moves beyond lists of facilities to meaningful reasons to choose
• Distinguish expected basics from genuine points of difference
• Connect guest needs with property strengths and credible proof
• Test whether the proposition is clear, relevant and difficult to substitute
• Turn the value proposition into clear market-facing messages
• Choose the right channels for different target guests and travel occasions
• Use content, PR, partnerships and guest advocacy to build visibility
• Present the property effectively within third-party platforms without becoming interchangeable
• Move from short-term promotional activity to deliberate competitive strategy
• Identify the few things the hotel wants to be known and chosen for
• Use audience focus, experience, service, partnerships and packaging as competitive levers
• Make clear choices about what the property will and will not compete on
• Monitor competitors and changing guest expectations
• Develop a 90-day Competitive Positioning Action Plan