Defining a useful segmentation strategy for a hotel can be very complex. The main obstacle is that hotels experience limited flexibility. Quite often, chains provide segmentation structures that were defined 20 years ago and don’t allow hotels to make changes based on their individual properties’ specifications or developments. In the past, emphasis was placed on market segments defined by the purpose of the traveler’s hotel reservation, such as leisure or business. As highlighted by Janel Clark in a blog post on determining the right pricing strategy, it is critical that your segmentation strategy follows the MAAS (Measurability, Actionability, Accessibility, and Substantiation) principle. With the shift to today’s internet based booking landscape, it became nearly impossible to tell who the client actually is, let alone why the hotel room was booked. To make it even more complicated, it is not uncommon for travelers to combine a business with a leisure trip (what is sometimes known as "bleisure," I know, but I didn't make it up!). As a result, hotels have learnt to focus on channel segments rather than market segments, to track where the booking was coming from rather than why the guest made the booking. Get the full story at SnapShot