How does one quickly pivot successfully and react to a new business environment while trying to weather a pandemic? Brands like Furama had to be creative and quick to remain competitive in the Covid-19 marketplace, according to Eugene Ng, the Marketing and Communications Manager at Furama RiverFront.
A landmark along the Singapore River for 50 years, the flagship hotel has been popular with international travellers. However, the pandemic forced hoteliers to shift their focus to a local audience. To diversify business and increase omni-channel marketing efforts, Mr Ng used what he called a ‘scientific approach’.
“Our marketing, revenue and tech teams worked closer than ever, using a data-driven approach to understand the needs and behaviours of our guests,” Mr Ng explained. The hotel had already been gathering data from various offline and online touch-points.
“We had a very compressed timeframe to synthesise data and fine-tune campaigns to launch during the pandemic,” he said.
Before the pandemic, Furama RiverFront had conducted several tactical and seasonal marketing campaigns in collaboration with local and international influencers.
“Most of the experiences with content creators were pleasant, but the end-to-end engagement process could be time-consuming, especially if we are partnering with them for the first time,” said Mr Ng.
According to him, a large part of the process was manual - like sorting through different profiles, writing up specific campaign briefs for each influencer, and tracking the deliverables through an array of analytics software.
However, there was no compelling reason to change until the pandemic began. Tight timelines became an issue.
“It was challenging because we needed to be more targeted, creative, and collaborative with our partners,” he explained, adding that “the pandemic forced hotels across the country to accelerate their digitisation.”
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