Investment – Bisou Crêperie

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Visit the restaurant website: www.bisoucreperie.com

Nested in the Passage des Panoramas, in the heart of the Grands Boulevards in Paris, Bisou gives a fresh look to a traditional cuisine. Goodbye checkered tablecloths and ubiquitous, obnoxious kitchen tiles.  The front store is simple and the inside decor is partly retro, partly inspired by Scandinavian design, with stylish tableware. A clean, refined yet cozy venue where you feel welcome to stop by anytime, inside or on the terrace. Long live the neo-crêperie!

On the food side, a good crêpe, whether sweet or savory, starts with high quality products above anything else.

That’s why at Bisou only works with the best:  all flours are stone-ground and come from Brittany (the French region where crêpes originated). Hams and cheese are origin-certified from Italian and French producers, pickles and confits are house made. The products are fresh and well-sourced and that’s what makes the difference in the plate.

Important note: you can’t order a simple egg-ham crêpe here. With the exception of the classic Super Complete (egg, ham, cheese), all recipes compete with each other in originality! From the Marius et Fanny (zucchinis and parsley, smoked ham, goat cheese, bacon, fig chutney, poached eggs) to the Bella Ragazza (Stracciatella, suckling pig flavored with bay leaves, mushrooms cooked in truffle cream and baby spinach), crêpes at Bisou are chic and nonconformist.

 

In addition, far-from-boring vegetarian options are available. Try the Popeye Power (fava beans, avocado, homemade pickled red onions, feta, baby spinach, poached egg and Salinu, a Corsican hazelnut salt), or the Crazy Avocat (avocado, basil and tomatoes tartare, minced radish, fried onions, baby spinach, Parmesan shavings, sunny side up egg, balsamic vinegar cream.

Meals can be accompanied by a sweet or dry hard cider from the Sorre Family cider mill, a craft beer called Triple Buse, or a cocktail called Normandy with cider, honey, cinnamon and lime. On the soft side, we love the organic lemonade, or a tasty hot chocolate during cooler weather.

 

The restaurant has been opened since August 2017, and here is what the French blogosphere and press says about it:

Le Parisien : « La crêperie qui décoiffe »

L’Express : «Galettes graphiques, décor moderne et épuré.»

Marie-Claire : « Le restaurant qui twiste la crêpe!»

Glamour : « Des crêpes “haute couture” »

Modernists : « Une adresse incontournable »

Les nouveaux Parisiens : « Les crêpes font leur révolution »

Les Délices de Vanessa : « La crêperie chic qui casse les codes »

Hospitality – Distribution Strategy

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Twenty years ago, travelers didn’t have many choices for booking hotel rooms. If you needed a room, you either booked directly through the hotel of your choice or worked with your preferred travel agent. But the growing prevalence of online travel agents has revolutionized how consumers search for and book hotel rooms.

Today, hotels must strike a balance between enticing guests to book directly and maintaining a presence on an array of third-party booking sites. And, in the face of sluggish demand and slumping revenues, lowering the cost of acquisition is a top priority.

The key to doing it all successfully? Developing a comprehensive distribution strategy that encompasses revenue, sales, e-commerce, marketing, guest relationship management and technology.

One of the most common mistakes hotels make in their distribution strategies is having inconsistent messaging across channels. Having third parties advertise your property as value-oriented can conflict with your own messaging on luxurious amenities or well-appointed rooms.

Discounting room rates is a popular strategy hotels use to win market share from OTAs, but it can actually hurt long-term business goals. Using discounts as a marketing tool will dampen a hotel’s rate integrity and make it harder to sell rooms at the regular rate once business picks back up. You can also find your bottom line hurting if you don’t consider the costs associated with each of these bookings.

Another way to discourage customers from making a direct booking? A poor website layout.

Anthony Gambini, CEO of Premiere Advisory Group, offers this advice: “Follow the critical booking path and eliminate barriers to conversion that will cause a potential guest to take their business elsewhere, or, worse, book on a higher-cost channel.”

The hotel’s website should follow best practices for driving revenue and utilize the available booking tools, like private offers, strategic calls-to-action and upsell options.

One of the most important factors in any hotel’s distribution strategy is content, which must be individually optimized for every channel. In addition to keeping messaging consistent across channels, content should also be tailored to different audiences: leisure travelers for your website, travel agents for the global distribution systems and business travelers for your consortia.

It’s crucial that hoteliers have a comprehensive view of their competitors that includes more than just rate information. Staying up-to-date on what other hotels in the market offer in room types, amenities and rate promotions will enable hoteliers to create informed, competitive distribution strategies.

All hoteliers want to drive direct bookings, but it’s important to have a strategy that encompasses all channels. Gambini said: “Treat your distribution strategy like a financial portfolio and diversify.”

By viewing all distribution channels as a whole, hoteliers can leverage the system to meet their business goals. Diversifying distribution channels will reduce any hotel’s reliance on OTAs and help it sustain long-term growth.

Hospitality – Direct Bookings

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Getting guests to book directly on a hotel’s website rather than through an online travel agent (OTA) is a key challenge that hoteliers are gearing up to tackle in 2018.
When OTAs first rose to popularity in 2008 during the economic downturn, hotels viewed them as saviors for their ability to fill hotel rooms that otherwise would have remained empty. Today, that view has shifted dramatically.
Popular third-party search engines are raking in more bookings than ever and charging significantly higher commissions, too. In fact, momentum toward convenient aggregate websites has grown to such a fever pitch that in 2016 OTA bookings in the U.S. outnumbered hotel website bookings for the first time in history.
Not only are hotels losing out on a cut of the profits when they pay commission to OTAs, but they’re also giving up the immeasurable value of being able to ‘own’ the relationship with a guest before they even reach the front door. Hotel owners aren’t taking this new relationship dynamic lightly. Instead, they’re wielding their own websites to encourage their customers to book directly.
“Hoteliers understand how important it is to create memorable in-person experiences at their properties, which inspire guests to return in the future,” says Andrea Grigg, Executive Vice President with JLL’s Hotels & Hospitality Group. “But today, the game is increasingly about leveraging their online assets to inspire them to come to the hotel in the first place.”

The OTAs’ secret sauce

Many consumers are drawn to the promise of a good deal – especially one they can find conveniently using an OTA, which aggregates offers, reviews and amenity details. This desire for convenience and one-stop shopping has been fueled, at least partially, by changing demographics.
More than a third (36 percent) of OTAs’ primary customers are between the ages of 25 and 39. Millennials are less motivated by loyalty programs than Gen Xers and Boomers, and are more influenced by the convenience and value of viewing multiple properties and offers in one place.
“The reason that many OTAs market rooms better than hotels is because they give consumers everything they’re looking for – reviews and recommendations from other travelers, detailed amenity information and realistic photos – all in one place,” said Vanessa Vega, Global Director, Hotel Distribution & Connectivity at Premiere Advisory Group. “Hotels should emulate OTAs efforts to be a one-stop shop and ensure they give travelers everything they need without needing or wanting to look at other sites.”
Hoteliers are increasingly focusing their energy and marketing spend on winning the online battle for Millennials and other frequent OTA shoppers. Consider Marriott’s #itpaystobookdirect campaign, or Hilton’s “Stop Clicking Around” initiative, which offer loyalty members discounts for booking directly. These heavyweights aren’t the only ones investing in digital marketing. According to a survey of global hotel leaders by hospitality marketing platform SiteMinder, nearly half anticipate “high spending” on digital marketing in the year ahead.

Inspiring direct booking

With more online marketing campaigns from big hotel brands hitting the market in coming months, their success depends on having the right digital infrastructure in place to convert clicks into bookings. Consistent messaging, a seamless reservation process and interactive solutions are all key to helping hotels improve online booking rates.
“When you’re investing in digital marketing, you need to make sure the messaging will drive people to your site—and then keep them there,” says Vega. “Pretty pictures don’t necessarily drive bookings. Too many hotels focus too much on design and not enough on the actual booking process, which ultimately drives consumers back to the OTA when they’re ready to book a room.”
Instead, hotels need to give potential guests what they want – a glimpse of their unique amenities and property features so they don’t have to click around to find the information they’re looking for. “Today’s consumers want to click two or three times and be done with their purchase,” she explains. “If you force people to scroll and look too much, you’re making it easier to book via an OTA.”
And while many hotels offer personalized services for guests during their stay, they need to apply some of those principles during the booking process. Big data-driven technology offers comprehensive insights into what interests individual website visitors to create a customized experience. For example, a value-conscious traveler may be more comfortable reviewing room rates listed from least to most expensive, while experience-oriented travelers may be more intrigued by room-specific amenities or packages rather than pricing.
Leveraging more interactive technologies can also go a long way, like using a chatbot during the booking process to make reservations more personal, and sending automatic follow up email offers to guests who haven’t booked yet.
The rewards of getting it right more than justify the work required to encourage direct booking, Grigg believes. “Even if a traveler is planning to book through a third party, chances are they’ll go to the hotel’s website for more information,” she says. “Once they’re there, that’s the opportunity to capture them. Make sure they know they’ll get the best price or extra amenities that they can’t get elsewhere.”
While OTAs will continue to attract digital natives booking their next hotel stay, hotel brands have an opportunity to level the playing field by creating the best guest experience possible on their website.