An Interview with VR Industry Sage, Heather Bayer

[:en]It’s no secret I have heaps of respect for Heather Bayer so I grabbed the opportunity to chat with her at VRMA National in Orlando. If you’re not already listening to Heather’s podcast,, I highly recommend it. I also encourage you to join us at the Vacation Rental Success Summit in San Antonio, TX in May of 2018 – an intimate and informative conference for the vacation rental industry produced by Heather and her son, Mike. Tammi and I will be speaking and hope to see you there. Now, onto my interview.


Alex: Heather, thank you very much for joining me. We’ve known each other for a long time and I’ve always enjoyed both your Vacation Rental Success Summit conference and listening to your podcast at
Heather: Not at all! It’s a little bit unusual for me to be on the other side of the microphone.
Alex: Since I think you’re one of the most perceptive observers of the industry, I think it’s very much deserved that you’re finally on the other side.
Heather: Thank you for that.


Alex: On a recent podcast you interviewed Steve Milo – one of the legends who has a really good perspective on the industry and great entertainment value.
You asked if property managers are becoming relegated to glorified housekeepers. Can you expand on that?
Heather: It’s coming from conversations I’ve had with OTAs. They’ve been coming to us, telling us that they can do everything we do. What they’re saying is basically “you as a property manager, you can go out and clean the houses and changeovers and we’ll do the rest” and that floored me.
It’s such a big divide, on the perception of what a property manager actually is and what an OTA thinks they’re doing for the guest.
Alex: So what do you do as a property manager? How do you defend yourself from that?
Heather: Well, it’s unique for us, because we don’t actually do cleaning and maintenance. We manage the rental, not the property. Our properties are dispersed over a very large area so we’re not logistically able to dispatch cleaners and maintenance people, Our owners either manage their own people or they do it themselves.
What we do is manage relationships with guests, deal with damage claims and handle bookings. We speak to guests beforehand to make sure they’re matched to the right property.
For example, we’re in a rural environment and everyone’s got a septic system; if the power goes off you can’t flush a toilet. Things like this need to be shared with our travelers. That is something only we can do. An OTA can’t be answering the phone at 11 o’ clock at night where the guests are saying “We’ve got a power outage, how do we flush the toilet?”


Alex: I remember an example you shared about guest experience. A guest came for a fishing vacation. You catered to the demands of that guest by managing the process with the home owner since it’s ultimately your brand and guest relationship. How do you do that?
Heather: It’s a matter of beginning the relationship with the guest from the moment of inquiry. It could be having an inquiry from a guest that said “where is the nearest gluten free restaurant?” We made sure that the owner knew this and then the owner provided a wonderful gift basket with gluten-free baked goods and a list of gluten-free restaurants in the area.
It comes down to that personalized method of working, which at the moment we’re seeing that taken away by OTAs. Today we get contact information prior to a booking. Because of our unique situation, we need to talk to the guests. I was told by an OTA that “you’ll still get your contact information this year.” And I know that’s going to be taken away. So all of a sudden we’re out of the vacation planning process, which is essential to our vision of hospitality.


Alex: Yesterday Nate Blecharczyk of Airbnb gave a very good representation of what experiences on Airbnb can look like and how Airbnb provide a holistic experience for the guests. What I didn’t hear is how the property manager fits in that equation.
Heather: I sat in on that and I couldn’t quite get my head around it. I’m looking at it from a different perspective. An experience is not necessarily that the guest is going to sit with me and we’re going to make pasta. The experiences we provide are based on knowing what guests are like, knowing what they want before they even ask. I don’t think Airbnb can do that. They haven’t got that connection with the guest.
Alex: They are going to utilize technology and start to capture what guests are interested in. Your strength is that you understand what your market has to offer. Is this a temporary lack of understanding between where the OTAs and property managers are heading or do you think relationships between the OTAs and the property managers will be more fraught?
Heather: I see the relationship between property managers and OTAs moving further apart. Steve Milo talks about the survival of the fittest; those who can adapt will survive. That adaptation doesn’t mean falling into line. It means being creative and seeing what’s coming with technology.
Did you read the article by Richard Vaughton on the Rentivo blog recently? He described a scenario, in about 5 years’ time. A family will arrive in a vacation rental and touch a remote lock. It will be Alexa that welcomes them by name the moment they walk into the door. Alexa knew the moment they walked in the door and knows what the weather is like and what they want to do because the algorithms have told Alexa what this family likes to do. And at the end of the vacation, they walk out of that single estate and in all that time they haven’t spoken to a single person.
Richard put that forward as the vision of the future; that vision will come to pass but is it what travelers want? Are they going for a person-less experience? That’s where the division is coming. There will always be people who want to go to the boutique hotel,not the cookie-cutter hotel. Whether the balance of population will be enough to support the property managers, I don’t know.
Alex: We heard a lot about artificial intelligence in today’s keynote. With devices like Echo from Amazon or Google Home, can the property manager re-establish a guest relationship? If it’s true that guests are now increasingly coming from OTAs, and you may have no chance of communication, then the question is how do you recapture that relationship? Maybe the property is the place you do that by having a device that allows the guest to reconnect with you and with local services available.
Heather: Yes, we can input personal information. Remarketing is where our concentration needs to be. The moment guests arrive, we offer that personalized experience and so the next time they come, they come direct.
So how do we bring our brand into every property? They’ll remember the home and it will be something simple, like sending them a postcard in the mail that has a picture of the home they stayed in to remind them and branded with our company logo. These postcards look handwritten, and people are going to get that, “hope you had a fabulous time, here’s our website, this is the discount for booking now for your next trip.” So there’s a huge variety of ways that property managers can remarket and use the opportunities of people being in the home, because the OTAs can’t go in there. We need to stop complaining about what’s happening with the OTAs, and do what Steve says. Use them for our needs, don’t allow the OTAs to use us.


Alex: Changing tracks slightly, if you look at the next 5 years, what are you most worried about and what are you most excited about?
Heather: I’m most worried about property managers being turned into just housekeepers. What I’m most excited about is technology. Not only can technology make our business processes better and more streamlined, but it can also allow us to make more personalized guest experiences. Artificial intelligence can be helpful, but property managers can do more because we know these people through conversations and discussions. Apps or “Your Welcome” tablets or push notifications enable us to extend our guest relationship.
The other day, there was a major storm through Ontario. We had a family in a property that was 20 miles to the nearest town. They were out of power and ran out of the remaining propane. But we were able to text everyone in that area, tell them exactly when the power was coming back on. We were able to get fresh water to them and all that using technology we didn’t have 5 years ago. In 5 years’ time, most of our properties will have automatic generators, we’ll be able to see how they’re working, what’s being used and whether our guests are comfortable.
Alex: I think what the true difference is that there’s Heather Bayer behind all of it who understands her guests’ and what they need because of your many, many years of experience which no artificial intelligence is ever going to replace.
Heather: And no OTA will replace.


Alex: I had a conversation this morning with David Angotti, who I think is one of the smartest PMs in the industry. He talked about how important processes are for him and that it’s one of the big neglected areas for property managers and could be the key competitive advantages for the property manager. How do you manage your processes?
Heather: You need to get your processes in place right at the start. Most of us started in the business thinking we can do everything ourselves. We’ve got it all in our heads and we don’t have systems and processes written down. One person in the organization knows about the property management system, another person knows about Facebook marketing but there’s no backup. So if we could start again tomorrow I would do everything so differently.
I would start with processes and make sure that you double-up on absolutely everything and have everything documented, so anybody can come along and pick up that document. We do emergency system management brainstorming every year and we’ve come up with the most amazing scenarios. From bedbugs to tornados to the barbeque catching fire. Anybody can pick up that document now and go through the process of exactly what they have to do.


Alex: You said that technology is important but technology is always the servant of something bigger. It’s great to have a technology like Noise Aware that tells when a group is too loud but then, what to do about it?
Heather: We had a call recently from an owner who uses Party Squasher, “We think there’s 6 people in there, but they’ve got 18 devices, what do we do?” We have a system of dealing with that. Call the guests. Eighteen devices amongst six people is not unheard of. So number 1, reassure the owner. Number 2, get in touch with the guests. If there’s overcrowding, then there’s a process to deal with that. So you’re exactly right. The technology’s there, people that have to deal with the output from that technology.
Alex: Heather, thank you very much. I think that’s a good closing quote, that technology can solve problems but ultimately it’s people.
Heather: Yeah, thank you very much.[:it]Non è un segreto che io abbia un enorme rispetto per Heather Bayer, quindi ho colto al volo l’occasione di chiacchierare con lei al VRMA National di Orlando. Se non avete ancora mai ascoltato il podcast di Heather,, ve lo consiglio vivamente. Inoltre vi invito a venirci a trovare al Vacation Rental Success Summit di San Antonio, in Texas, a maggio 2018: una conferenza interessante e non troppo affollata per gli operatori del settore degli affitti vacanze organizzata da Heather e da suo figlio Mike. Tammi e io vi faremo un intervento e ci auguriamo di vedervi. Ora, passiamo alla nostra intervista.


Alex: Heather, grazie per essere venuta. Ci conosciamo da tanto tempo e ho sempre apprezzato tanto il tuo evento del Vacation Rental Success Summit quanto l’ascolto del tuo podcast su
Heather: Grazie a te! È un po’ insolito per me stare dall’altro lato del micropfono.
Alex: Dato che ti ritengo una delle più acute osservatrici del settore, penso che sia più che meritato che sia tu a essere intervistata.
Heather: Grazie.


Alex: In un podcast recente hai intervistato Steve Milo, una delle leggende del settore, davvero interessante oltre che divertente da ascoltare.
Gli hai domandato se i gestori di immobili stanno per essere relegati al ruolo di domestici di lusso. Puoi spiegarci meglio il concetto?
Heather: L’idea è venuta da alcune conversazioni che avuto con le OTA. Sono venuti da noi a dirci che possono fare tutto quello che facciamo. Quello che ci stanno dicendo, praticamente, è “tu sei un gestore di immobili, puoi andare a pulire le case e noi ci occuperemo di tutto il resto” e questo mi ha lasciato senza parole.
C’una tale distanza nella percezione di ciò che un gestore di immobili è in realtà e ciò che le OTA pensano che faccia per gli ospiti.
Alex: Quindi, cosa fai in qualità di gestore di immobili? Come ti difendi da questa accusa?
Heather: Beh, il nostro caso è particolare, perché in effetti noi non ci occupiamo delle pulizie né della manutenzione. Noi gestiamo l’affitto, non l’immobile. I nostri immobili sono sparsi su un’area molto ampia e non abbiamo la possibilità logistica di mandarvi addetti alle pulizie e alla manutenzione; i nostri proprietari di immobili se ne occupano direttamente o mandano persone di loro fiducia.
Il nostro lavoro è gestire le relazioni con gli ospiti, occuparci delle richieste di danni e gestire le prenotazioni. Parliamo in anticipo con gli ospiti far garantire che scelgano l’immobile giusto per le loro esigenze.
Per esempio, se sei in un ambiente rurale dove tutti hanno un sistema settico e manca la corrente elettrica, non è possibile usare lo scarico del WC. Cose di questo genere devono essere spiegate ai turisti. Solo noi possiamo farlo. Un’OTA non può rispondere al telefono alle 11 di sera quando un ospite dice “Manca la corrente, come facciamo a scaricare il water?”


Alex: Mi ricordo un esempio che ti ho sentito fare riguardo all’esperienza degli ospiti. Un ospite era venuto per una vacanza di pesca. Voi avete risposto alle richieste di quell’ospite gestendo il processo con il proprietario della casa perché, in definitiva, è il vostro marchio a essere coinvolto e la relazione con l’ospite. Come ci riuscite?
Heather: Tutto sta nell’avviare la relazione con l’ospite sin dalla prima richiesta di informazioni. Mettiamo che l’ospite ci chieda qualcosa del tipo “dove si trova il ristorante con un menu per celiaci più vicino?” Noi ne informiamo il proprietario che gli fa trovare un magnifico cestino omaggio di prodotti alimentari per celiaci e un elenco dei ristoranti con menu per celiaci nella zona.
È tutta questione di un metodo di lavoro personalizzato, che è ciò che al momento vediamo che le OTA ci stanno sottraendo. Oggi ci facciamo dare i dati di contatto prima della prenotazione. Data la nostra situazione specifica, abbiamo necessità di parlare con gli ospiti. Un’OTA mi ha detto che “quest’anno avrete comunque i vostri dati di contatto”. E so che li toglieranno. Quindi all’improvviso ci ritroviamo esclusi dal processo di pianificazione della vacanza, che è il nostro modo di intendere il concetto dell’ospitalità.


Alex: Ieri Nate Blecharczyk di Airbnb ha spiegato molto bene come possono essere le esperienze su Airbnb e come Airbnb offre un’esperienza olistica agli ospiti. Quello che non ho capito è come il gestore di immobile entra nell’equazione.
Heather: Ho ascoltato e non sono riuscita a farmene un’idea. Il mio punto di vista è diverso. Un’esperienza non è necessariamente che l’ospite viene da me e facciamo la pasta. Le esperienze che offriamo si basano sulla conoscenza degli ospiti, sul fatto di sapere cosa vogliono ancora prima che ce lo chiedano. Non credo che Airbnb sia in grado di farlo. Non hanno questo tipo di relazione con gli ospiti.
Alex: Hanno intenzione di utilizzare la tecnologia e cominciare ad acquisire dati sugli interessi degli ospiti. La vostra forza è che voi sapete ciò che il vostro mercato ha da offrire. Si tratta solo di una momentanea incomprensione tra OTA e gestori di immobili o ritieni che i rapporti tra le OTA e i gestori di immobili diventeranno più difficili?
Heather: Mi sembra che il rapporto tra gestori di immobili e OTA si stia divaricando. Steve Milo parla della sopravvivenza del più forte; chi riesce ad adattarsi, sopravvivrà. Ma adattarsi non significa accodarsi. Significa essere creativi e intravedere le possibilità offerte dalla tecnologia.
Hai letto il recente articolo di Richard Vaughton sul blog di Rentivo? Ha descritto uno scenario, da qui a circa 5 anni. Una famiglia arriverà presso un immobile per affitto vacanze e toccherà una serratura a distanza. Sarà Alexa a dar loro il benvenuto, chiamandoli per nome, nel momento in cui varcano la soglia. Alexa saprà il momento esatto in cui entrano, che tempo fa e che cosa desiderano fare, perché gli algoritmi dicono ad Alexa cosa piace a questa famiglia. E, alla fine della vacanze, usciranno dall’immobile senza aver parlato con una sola persona.
Richard l’ha proposta come una possibilità per il futuro; potrà succedere, ma è questo ciò che i turisti vogliono veramente? Desiderano un’esperienza senza contatti personali? È qui che sta la differenza. Ci saranno sempre persone che vogliono andare in un boutique hotel, non in un hotel qualunque di una catena. Se ci saranno abbastanza clienti per dare da vivere ai gestori di immobili, questo non lo so.
Alex: Nella conferenza di apertura di oggi, abbiamo sentito molto parlare di intelligenza artificiale. Con dispositivo come Echo di Amazon o Google Home, è possibile che i gestori di immobili possano reinstaurare una relazione con gli ospiti? Se è vero che adesso gli ospiti arrivano sempre di più dalle OTA e che quindi non avete più la possibilità di una comunicazione diretta, allora la domanda è come riconquistare questa relazione? Forse l’immobile è il luogo in cui farlo, grazie a un dispositivo che consente all’ospite di ricollegarsi con voi e con i servizi disponibili in loco.
Heather: Sì, possiamo inserire dati personali. È sul remarketing che dobbiamo concentrarci. Quando gli ospiti arrivano, offriamo quell’esperienza personalizzata che fa sì che la prossima volta si rivolgano direttamente a noi.
Quindi, come facciamo ad associare il nostro marchio con ciascun immobile? Si ricorderanno la casa e dev’essere qualcosa di semplice, come inviare un cartolina per posta con una foto della casa in cui sono stati per ricordargliela con il nostro logo aziendale. Queste cartoline sembrano scritte a mano e hanno un messaggio come “ci auguriamo che abbiate trascorso una bellissima vacanza, questo è lo sconto se prenotate ora il vostro prossimo soggiorno”. Quindi c’è un’ampia gamma di maniere in cui i gestori di immobili possono fare remarketing e sfruttare le opportunità del fatto che le persone si trovano nella casa, perché là le OTA non arrivano. Dobbiamo smettere di lamentarci di quello che sta accadendo con le OTA e fare come dice Steve. Usarle per quello che ci serve, non permettere alle OTA di usarci.


Alex: Cambiando leggermente discorso, pensando ai prossimi 5 anni, cosa ti preoccupa di più e cosa invece ti entusiasma?
Heather: Mi preoccupa soprattutto che i gestori di immobili sia trasformati in semplici collaboratori domestici. Quello che mi entusiasma, invece, è la tecnologia. Oltre a poter migliorare e semplificare i nostri processi, la tecnologia può anche consentirci di offrire agli ospiti esperienze più personalizzate. L’intelligenza artificiale può essere utile, ma i gestori di immobili possono fare di più perché conoscono le persone parlando direttamente con loro. Le app o i tablet “Your Welcome” o le notifiche push ci consentono di ampliare la nostra relazione con gli ospiti.
Qualche giorno fa, c’è stato un forte maltempo in Ontario. Avevamo una famiglia in un immobili a 30 km dal centro abitato più vicino. Sono rimasti senza corrente e il gas è finito. Ma siamo riusciti a comunicare con loro con dei messaggi, avvisandoli esattamente di quando sarebbe stata ripristinata l’elettricità. Siamo riusciti a far avere loro acqua potabile e tutto questo usando la tecnologia che 5 anni fa non avevamo. Tra 5 anni, la maggior parte dei nostri immobili avranno generatori automatici, potremo sapere a distanza se funzionano, se le scorte si stanno esaurendo e se i nostri ospiti hanno tutto ciò che serve per essere a loro agio.
Alex: Penso che la vera differenza la faccia la presenza di Heather Bayer che conosce i suoi ospiti e sa di cosa hanno bisogno grazie ai tanti, tanti anni di esperienza, che nessuna intelligenza artificiale potrà mai sostituire.
Heather: E che nessuna OTA potrà sostituire.


Alex: Stamattina ho parlato con David Angotti, che ritengo sia uno dei gestori di immobili più preparati nel settore. Abbiamo parlato di quanto siano importanti i processi per lui e di come siano uno degli aspetti più sottovalutati dai gestori di immobili, che potrebbero invece rappresentare per loro un fondamentale vantaggio competitivo. Come gestite i vostri processi?
Heather: È necessario che i processi siano in atto sin dal principio. La maggior parte di noi ha cominciato la propria attività pensando di poter fare tutto da soli. Avevamo tutto in testa e non c’erano sistemi e processi scritti. Una persona in azienda si occupa del sistema di gestione degli immobili, un’altra si occupa del marketing su Facebook, ma nessuno può sostituirle. Se potessi ricominciare domani, farei tutto in modo diverso.
Partirei dai processi e farei in modo che ci fosse un doppione assolutamente per ogni cosa e tutto fosse documentato, in modo che chiunque possa avere la possibilità di arrivare e trovare esattamente il documento che gli serve. Ogni anno facciamo un brainstorming sulla gestione delle emergenze e abbiamo preso in considerazione le situazioni più incredibili. Dalle cimici nei letti ai tornado al barbeque che si incendia. Chiunque è in grado di trovare questi documenti adesso e di eseguire i processi esattamente come deve essere fatto.


Alex: Hai detto che la tecnologia è importante, ma la tecnologia è sempre al servizio di qualcos’altro. È fantastico poter avere tecnologie come Noise Aware che ti dice quando un gruppo è troppo rumoroso ma, poi, cosa si fa?
Heather: Di recente abbiamo ricevuto una telefonata da un proprietario di casa che usa Party Squasher che ci ha detto “Dovrebbero esserci 6 persone là dentro, ma hanno 18 dispositivi, che facciamo?” Noi sappiamo come affrontare queste situazioni. Telefoniamo agli ospiti. Diciotto dispositivi in totale per sei persone non è una cosa impossibile. Quindi, per prima cosa, rassicuriamo il proprietario. Secondo, contattiamo gli ospiti. Se c’è gente non prevista, allora esiste un processo per gestire la cosa. Quindi è proprio come dici. La tecnologia c’è, sono le persone che devono gestire le informazioni che la tecnologia ci fornisce.
Alex: Heather, molte grazie. Credo che sia un’ottima osservazione su cui chiedere, che la tecnologia può aiutare a risolvere i problemi ma, in definitiva, servono le persone.
Heather: Giusto, grazie a voi.[:fr]Ce n’est un secret pour personne, j’ai beaucoup de respect pour Heather Bayer alors j’ai sauté sur l’occasion de discuter avec elle à la VRMA National à Orlando. Si vous n’avez pas encore écouté le podcast d’Heather,, je le recommande fortement. Je vous encourage aussi à nous rejoindre au Vacation Rental Success Summit à San Antonio, TX, en mai 2018 – une conférence intime et informative sur l’industrie des locations de vacances élaborée par Heather et son fils, Mike. Tammi et moi-même prendrons la parole et espérons vous voir là-bas. À présent, voici mon entretien.


Alex : Heather, merci beaucoup de vous joindre à moi. Cela fait longtemps que nous nous connaissons et j’ai toujours apprécié votre conférence Vacation Rental Success Summit et l’écoute de votre podcast sur
Heather : De rien ! C’est un petit peu inhabituel pour moi d’être de l’autre côté du microphone.
Alex : Comme je crois que vous êtes l’un des observateurs les plus perspicaces de l’industrie, je pense que vous méritez grandement de vous retrouver finalement de l’autre côté.
Heather : Merci pour cela.


Alex : Dans un podcast récent vous avez interviewé Steve Milo – une des légendes possédant une perspective vraiment bonne de l’industrie et une grande valeur du divertissement.
Vous avez demandé si les gestionnaires immobiliers étaient relégués à des H/F de ménage glorifiés. Pouvez-vous en dire plus à ce sujet ?
Heather : Cela provient de conversations que j’ai eues avec des agences de tourisme en ligne. Elles sont venues à nous, affirmant qu’elles pouvaient faire tout ce que nous faisions. Ce qu’elles disent est fondamentalement “vous, en tant que gestionnaire immobilier, pouvez sortir et nettoyer les logements et faire des roulements et nous nous occuperons du reste” et cela m’a terrassée.
C’est tellement un grand fossé entre la perception de ce qu’est en fait un gestionnaire immobilier et ce qu’une agence de tourisme en ligne pense faire pour le voyageur.
Alex : Alors que faites-vous en tant que gestionnaire immobilier ? Comment vous défendez-vous dans ce cas-là ?
Heather : Eh bien, c’est unique pour nous car, en fait, nous ne faisons pas de nettoyage et d’entretien. Nous gérons la location, pas la propriété. Nos propriétés sont dispersées dans une très grande zone et nous ne sommes pas en mesure, logistiquement, de détacher des H/F de ménage et du personnel d’entretien. Nos propriétaires gèrent leur propre personnel ou le font eux-mêmes.
Ce que nous faisons, c’est la gestion des relations avec les voyageurs, le traitement des réclamations relatives aux dégâts et la gestion des réservations. Nous parlons aux voyageurs au préalable pour nous assurer que la propriété idéale leur soit attribuée.
Par exemple, nous nous trouvons dans un environnement rural et tout le monde possède une installation septique ; s’il y a une coupure d’électricité, vous ne pouvez pas tirer la chasse des toilettes. Des choses comme cela doivent être partagées avec nos voyageurs. C’est quelque chose que nous sommes les seuls à pouvoir faire. Une agence de tourisme en ligne ne peut pas répondre au téléphone à 23h quand les voyageurs appellent pour dire “Il y a une coupure de courant, comment pouvons-nous tirer la chasse des toilettes ?”


Alex : Je me souviens d’un exemple que vous avez partagé à propos de l’expérience client. Un voyageur était venu pour des vacances consacrées à la pêche. Vous avez répondu aux demandes de ce voyageur en gérant le processus avec le propriétaire du logement puisqu’il s’agit fondamentalement de votre image de marque et votre relation client. Comment faites-vous cela ?
Heather : Il s’agit de commencer la relation avec le voyageur à partir du moment de la demande. Cela pourrait être une demande d’un voyageur voulant savoir “où se trouve le restaurant sans gluten le plus proche ?” Nous avons veillé à ce que le propriétaire soit au courant de cela et il a ensuite fourni un merveilleux panier cadeau avec des produits de boulangerie sans gluten et une liste de restaurants sans gluten dans le quartier.
Il s’agit d’une méthode de travail personnalisée qui est actuellement abandonnée par les agences de tourisme en ligne. Aujourd’hui, nous obtenons des coordonnées avant la réservation. En raison de notre situation unique, nous avons besoin de parler aux voyageurs. Une agence de tourisme en ligne m’a dit que “vous obtiendrez toujours vos coordonnées cette année.” Et je sais que cela va être abandonné. Alors, tout à coup, nous sommes déconnectés du processus de planification des vacances, qui est essentiel selon notre vision de l’hôtellerie.


Alex : Hier, Nate Blecharczyk d’Airbnb a donné une bonne représentation de ce à quoi peuvent ressembler les expériences sur Airbnb et de la manière dont Airbnb fournit une expérience holistique aux voyageurs. Ce que je n’ai pas entendu, c’est comment les gestionnaires immobiliers s’inscrivent dans cette équation.
Heather : J’ai assisté à cela et je ne pouvais pas vraiment comprendre. Je regarde cela d’une perspective différente. Une expérience ne consiste pas forcément à s’asseoir avec le voyageur et à cuisiner des pâtes ensemble. Les expériences que nous fournissons se basent sur la connaissance des voyageurs, sur le fait de savoir ce qu’ils veulent avant même qu’ils n’en fassent la demande. Je ne pense pas qu’Airbnb puisse faire cela. Il n’y a pas cette connexion avec le voyageur.
Alex : Ils vont utiliser la technologie pour commencer à enregistrer ce qui intéresse les voyageurs. Votre force consiste à comprendre ce que votre marché peut offrir. Est-ce un manque de compréhension temporaire entre l’orientation des agences de tourisme en ligne et les gestionnaires immobiliers ou pensez-vous que les rapports entre les agences de tourisme en ligne et les gestionnaires immobiliers deviendront plus tendus ?
Heather : Je vois que la relation entre les gestionnaires immobiliers et les agences de tourisme en ligne se minimise de plus en plus. Steve Milo parle de la loi du plus fort ; ceux qui peuvent s’adapter survivront. Cette adaptation ne signifie pas s’aligner sur la pratique courante. Elle signifie devenir créatifs et voir ce qui accompagne la technologie.
Avez-vous lu l’article de Richard Vaughton sur le blog Rentivo récemment ? Il décrivait un scénario, en l’espace de 5 ans environ. Une famille arrivera dans une location de vacances et touchera un verrou à distance. Ce sera Alexa qui l’accueillera par son nom au moment où elle franchira la porte. Alexa connait le moment où elle passera la porte et la météo de ce jour-là, et sait ce qu’elle voudra faire car les algorithmes ont appris à Alexa ce que cette famille aime faire. Et, à la fin des vacances, elle quittera cette propriété et, pendant tout ce temps-là, elle n’aura parlé à aucune personne.
Richard a suggéré cela comme une vision du futur ; cette vision se concrétisera mais est-ce ce que veulent les voyageurs ? Souhaitent-ils se lancer dans une expérience sans interactions ? C’est là que se creuse le fossé. Il y aura toujours des personnes qui voudront se rendre dans les hôtels-boutiques, pas dans les hôtels du même moule. Est-ce que l’équilibre démographique sera suffisant pour supporter les gestionnaires immobiliers, je ne sais pas.
Alex : Nous avons beaucoup entendu parler de l’intelligence artificielle dans le discours liminaire d’aujourd’hui. Avec des dispositifs comme Echo d’Amazon ou Google Home, le gestionnaire immobilier peut-il rétablir une relation avec le client ? S’il est vrai que les voyageurs proviennent de plus en plus des agences de tourisme en ligne, et qu’il est possible que vous n’ayez aucune chance de communication, alors la question qui se pose est : comment reconquérir cette relation ? Peut-être que la propriété est l’endroit où faire cela grâce à un dispositif permettant au voyageur de se reconnecter avec vous et avec les services locaux disponibles.
Heather : Oui, nous pouvons entrer des informations personnelles. Notre concentration doit se porter sur la recommercialisation. Au moment où les voyageurs arrivent, nous offrons cette expérience personnalisée et ainsi, la fois suivante où ils viennent, c’est direct.
Alors comment apporter notre image de marque à chaque propriété ? Ils se souviendront du logement et ce sera quelque chose de simple, comme leur envoyer une carte postale par courrier avec une photo du logement dans lequel ils ont séjourné pour qu’ils s’en rappellent et avec le logo de notre entreprise. Ces cartes postales semblent être manuscrites, et les gens recevront : “nous espérons que votre séjour était fabuleux, voici notre site Internet et la réduction pour réserver dès à présent votre prochain voyage.” Voici donc une grande variété de manières utilisables par les gestionnaires immobiliers pour une remise sur le marché et une utilisation des opportunités d’avoir des personnes résidant dans le logement, car les agences de tourisme en ligne ne peuvent pas s’y rendre. Nous devons arrêter de nous plaindre de la situation avec les agences de tourisme en ligne, et faire ce que dit Steve. Utilisez-les pour nos besoins, ne laissez-pas les agences de tourisme en ligne nous utiliser.


Alex : Changeons légèrement de sujet ; si vous regardez les 5 prochaines années, qu’est-ce qui vous inquiète le plus et qu’est-ce qui vous rend le plus enthousiaste ?
Heather : Ce qui m’inquiète le plus, c’est la transformation des gestionnaires immobiliers en de simples H/F de ménage. Ce qui me rend le plus enthousiaste, c’est la technologie. La technologie peut non seulement améliorer et faciliter les processus de notre entreprise, mais elle peut aussi nous permettre de créer des expériences voyageurs plus personnalisées. L’intelligence artificelle peut être utile, mais les gestionnaires immobiliers peuvent en faire davantage car nous connaissons ces personnes grâce à des conversations et discussions. Des applis ou tablettes “Your Welcome” ou des notifications push nous permettent d’approfondir notre relation client.
L’autre jour, une forte tempête parcourait l’Ontario. Nous avions une famille dans une propriété située à une trentaine de kilomètres de la ville la plus proche. Elle n’avait plus d’électricité et s’est retrouvée à court de propane. Mais nous avons été en mesure d’envoyer un sms à tout le monde dans cette zone, et de leur dire quand exactement le courant serait de retour. Nous avons pu obtenir de l’eau fraîche pour eux et, tout cela, en utilisant une technologie que nous n’avions pas il y a 5 ans. Dans 5 ans, la plupart de nos propriétés auront des générateurs automatiques, nous pourrons voir le fonctionnement, ce qui est utilisé et si nos voyageurs sont à l’aise.
Alex : Je pense que la véritable différence est qu’Heather Bayer se trouve derrière tout cela, comprenant ses voyageurs et leurs besoins grâce à de très nombreuses années d’expérience que l’intelligence artificielle ne pourra jamais remplacer.
Heather : Et qu’aucune agence de tourisme en ligne ne pourra remplacer.


Alex : Ce matin, j’ai eu une conversation avec David Angotti qui, je pense, est l’un des gestionnaires immobiliers les plus brillants de l’industrie. Il a parlé de l’importance des processus à ses yeux et c’est une des grandes zones négligées pour les gestionnaires immobiliers ; et cela pourrait être des avantages concurrentiels clés pour les gestionnaires immobiliers. Comment gérez-vous vos processus ?
Heather : Vous devez mettre en place vos processus dès le début. La plupart d’entre nous nous sommes lancés en pensant que nous pouvions tout faire par nous-mêmes. Tout est dans notre tête et les systèmes et processus ne sont pas retranscrits. Une personne de l’organisation connaît le système de gestion des propriétés, une autre connaît le marketing sur Facebook, mais il n’y a pas de sauvegarde. Alors, si nous pouvions recommencer demain, je ferais tout tellement différemment.
Je commencerais avec les processus et veillerais à copier absolument tout et à ce que tout soit documenté, afin que n’importe qui puisse venir et prendre le document en question. Nous effectuons des brainstormings sur la gestion des systèmes d’urgence chaque année et avons élaboré les scénarios les plus étonnants. Des punaises de lit au tornades en passant par les barbecues prenant feu. N’importe qui peut maintenant prendre le document et parcourir le processus relatif à ce qui doit être fait exactement.


Alex : Vous avez dit que la technologie est importante mais que la technologie est toujours à la merci de quelque chose de plus grand. C’est formidable d’avoir une technologie comme Noise Aware qui indique quand un groupe est trop bruyant, mais que faire ensuite ?
Heather : Nous avons récemment reçu un appel d’un propriétaire qui utilise Party Squasher, “Nous pensons qu’il y a 6 personnes à l’intérieur, mais ils ont 18 appareils, que faire ?” Nous avons un système de gestion pour cela. Appeler les voyageurs. Dix-huit appareils pour six personnes n’a rien d’inhabituel. Alors, 1ère chose : rassurer le propriétaire. 2ème chose : contacter les voyageurs. En cas de surpeuplement, il existe un processus pour gérer cela. Alors vous avez tout à fait raison. La technologie est là, les gens doivent gérer ce qui en résulte.
Alex : Merci beaucoup Heather. Je pense qu’il s’agit d’une bonne conclusion ; la technologie peut résoudre des problèmes mais, fondamentalement, il faut des personnes.
Heather : Oui, merci beaucoup.[:es]No es un secreto que siento un montón de respeto por Heather Bayer, por eso aproveché la oportunidad de charlar con ella en la VRMA National en Orlando. Si aún no escuchas el podcast de Heather,, lo recomiendo ampliamente. También te animo a que nos acompañes a la Vacation Rental Success Summit en San Antonio, Texas en Mayo de 2018; una conferencia cercana e informativa para la industria del alquiler vacacional producida por Heather y su hijo, Mike. Tammi y yo estaremos en el podio y esperamos verte allí. Ahora, a mi entrevista.


Alex: Heather, muchas gracias por acompañarme. Nos hemos conocido desde hace mucho tiempo y siempre he disfrutado tu conferencia Vacation Rental Success Summit y escuchado tu podcast en
Heather: ¡Para nada! Para mí es un poco inusual estar al otro lado del micrófono.
Alex: Puesto que creo que eres una de las observadoras más perspicaces de la industria, pienso que mereces mucho estar por fin del otro lado.
Heather: Gracias por eso.


Alex: En un podcast reciente entrevistaste a Steve Milo, una de las leyendas que tiene un punto de vista muy bueno sobre la industria y es muy entretenido.
Le preguntaste si los jefes de propiedad están siendo relegados a amas de llaves glorificadas. ¿Puedes ampliar esa idea?
Heather: Viene de conversaciones que he tenido con las agencias de viajes en línea. Han venido a decirnos que pueden hacer todo lo que nosotros hacemos. Lo que están diciendo es básicamente “como jefe de propiedad, puedes salir a limpiar las casas y a atender los cambios de invitados y nosotros haremos el resto” y eso me dejó anonadada.
Hay una gran división en la percepción de lo que un jefe de propiedad es realmente y lo que una agencia de viajes en línea cree que está haciendo por el huésped.
Alex: Entonces ¿qué haces como jefe de propiedad? ¿Cómo te defiendes de eso?
Heather: Bueno, para nosotros es único, porque en realidad no hacemos limpieza y mantenimiento. Administramos el alquiler, no la propiedad. Nuestras propiedades están dispersas por una zona muy grande, así que desde el punto de vista logístico no podemos enviar operarios de limpieza y gente de mantenimiento. Nuestros propietarios manejan a su gente o lo hacen ellos mismos.
Lo que hacemos es gestionar las  relaciones con los huéspedes, atender los reclamos de daños y manejar las reservas. Hablamos con los huéspedes con anticipación para asegurar que están combinados con la propiedad adecuada.
Por ejemplo, estamos en un ambiente rural y todos tienen un sistema séptico; si se corta la corriente no puedes descargar un inodoro. Cosas como esta deben ser compartidas con los viajeros. Eso es algo que solo nosotros podemos hacer. Una agencia de viajes en línea no puede estar respondiendo el teléfono a las 23 donde los huéspedes dicen: “tenemos un corte de corriente, ¿cómo descargamos el inodoro?”


Alex: Recuerdo un ejemplo que compartiste acerca de la experiencia del huésped. Un huésped vino para una vacación de pesca. Tu complaciste las solicitudes de ese huésped gestionando el proceso con el propietario, puesto que es básicamente tu marca y la relación con el cliente. ¿Cómo haces eso?
Heather: Es cuestión de comenzar la relación con el huésped desde el momento de la consulta. Puede ser tener una consulta del huésped que dijo “¿dónde está el restaurante libre de gluten más cercano?” Nos aseguramos de que el propietario supiera esto, y después este proporcionó una maravillosa cesta de regalo con productos horneados sin gluten y una lista de los restaurantes libres de gluten en la zona.
Es cuestión de ese método personalizado de trabajo, lo cual en este momento estamos viendo sustraído por las agencias de viaje en línea. Hoy recibimos información de contacto antes de la reserva. Debido a nuestra situación peculiar, necesitamos hablar con los huéspedes. Una agencia de viajes en línea me dijo que “este año aún recibirás tu información de contacto”. Y sé que me la van a quitar. Así que de pronto estamos fuera del proceso de planificación de las vacaciones, el cual es crucial para nuestra visión de la hospitalidad.


Alex: Ayer Nate Blecharczyk de Airbnb dio una muy buena representación de cómo son las experiencias en Airbnb y cómo Airbnb proporciona una experiencia holística a los huéspedes. Lo que no escuché es cómo encaja el jefe de propiedad en esa ecuación.
Heather: Me senté allí y no pude entenderlo. Yo lo veo desde una perspectiva diferente. Una experiencia no es necesariamente que el huésped se va a sentar conmigo y vamos a hacer pasta. Las experiencias que proporcionamos están basadas en saber lo que les gusta a los huéspedes, en saber lo que quieren antes de que incluso lo pidan. No creo que Airbnb pueda hacer eso. Ellos no tienen esa conexión con el huésped.
Alex: Ellos van a comenzar a utilizar la tecnología para captar lo que les interesa a los huéspedes. Tu fortaleza es que tú comprendes lo que tu mercado tiene para ofrecer. ¿Es esto una falta temporal de entendimiento entre la dirección que están tomando las agencias de viajes en línea y la de los jefes de propiedad o piensas que las relaciones entre las agencias de viajes en línea y los jefes de propiedad serán más tensas?
Heather: Veo que la relación entre los jefes de propiedad y las agencias de viajes en línea se está distanciando cada vez más. Steve Milo habla de la supervivencia del más apto; los que puedan adaptarse sobrevivirán. Esa adaptación no significa alinearse. Significa ser creativos y ver qué viene con la tecnología.
¿Leíste recientemente el artículo de Richard Vaughton en el blog Rentivo? Él describió un escenario, en unos cinco años. Una familia llegará a un alquiler vacacional y tocará una cerradura a control remoto. Será Alexa la que les de la bienvenida llamándolos por su nombre en el momento que entren por la puerta. Alexa supo el momento en que ellos entraron por la puerta y sabe cómo está el clima y lo que ellos quieren hacer porque los algoritmos le han informado a Alexa lo que le gusta hacer a la familia. Y al final de la vacación, ellos salen de esa propiedad individual y en todo ese tiempo no han hablado con ninguna persona.
Richard planteó eso como la visión del futuro; esa visión se cumplirá, pero ¿es eso lo que los viajeros quieren? ¿Buscan ellos una experiencia sin gente? Es allí donde viene la división. Siempre habrá personas que quieran ir al hotel boutique, no al hotel estandarizado. Si el balance de población será suficiente para sostener a los jefes de propiedad, eso no lo sé.
Alex: Oímos mucho sobre inteligencia artificial en la apertura de hoy. Con dispositivos como el Echo de Amazon o el Google Home, ¿puede el jefe de propiedad restablecer una relación con el huésped? Si es cierto que los huéspedes están ahora viniendo cada vez más de las agencias de viajes en línea, y tú podrías no tener la oportunidad de comunicarte, entonces la pregunta es ¿cómo vuelves a captar esa relación? Tal vez la propiedad es el lugar para que lo hagas, teniendo un dispositivo que permita a los huéspedes reconectar contigo y con los servicios locales disponibles.
Heather: Sí, podemos introducir información personal. El remarketing es donde debemos concentrarnos. El momento en que los huéspedes llegan, ofrecemos esa experiencia personalizada y así, la próxima vez que ellos vengan, llegarán directamente.
Y ¿cómo llevamos nuestra marca a cada propiedad? Ellos recordarán la casa y será algo sencillo, como enviarles una postal por correo que tiene una foto de la casa donde se hospedaron para hacerles recordar, marcada con el logo de nuestra empresa. Estas postales parecen escritas a mano, y la gente va a recibirlas, “esperamos que la hayan pasado de maravilla, este es nuestro sitio web, este es el descuento por reservar ahora para su próximo viaje”.  Hay una gran cantidad de maneras en las que los jefes de propiedad pueden aplicar el remarketing y usar las oportunidades que da el tener a la gente en la casa, porque las agencias de viajes en línea no pueden entrar allí. Debemos dejar de quejarnos acerca de lo que está pasando con las agencias de viajes en línea, y hacer lo que dice Steve. Usarlas para nuestras necesidades, no permitir que las agencias de viajes en línea nos usen.


Alex: Cambiando un poco el tema, si  piensas en los próximos cinco años, ¿qué es lo que más te inquieta y qué es lo que más te entusiasma?
Heather: Lo que más me preocupa es que a los jefes de propiedad los están convirtiendo en amas de llaves. Lo que más me entusiasma es la tecnología. La tecnología no solo puede mejorar y simplificar nuestros procesos de negocio, también puede permitirnos crear experiencias del huésped más personalizadas. La inteligencia artificial puede ser útil, pero los jefes de propiedad pueden hacer más, porque conocemos a estas personas a través de las conversaciones. Las aplicaciones o las tabletas “Your Welcome”, o las notificaciones push nos habilitan para ampliar nuestra relación con el huésped.
El otro día, hubo una gran tormenta en todo Ontario. Teníamos una familia en una propiedad que estaba a 20 millas del pueblo más cercano. La corriente estaba cortada y se les terminó el propano que quedaba. Pero pudimos enviar mensajes de texto a todos en la zona, decirles exactamente cuando iba a volver la corriente. Les pudimos conseguir agua fresca y todo eso usando tecnología que no teníamos hace cinco años. Dentro de cinco años, la mayoría de nuestras propiedades tendrán generadores automáticos, podremos ver cómo están funcionando, qué están usando y si nuestros huéspedes están cómodos.
Alex: Yo creo que la verdadera diferencia es que detrás de todo eso está Heather Bayer, la cual comprende a sus huéspedes y lo que ellos necesitan debido a sus muchísimos años de experiencia, cosa que ninguna inteligencia artificial va a reemplazar.
Heather: Y ninguna agencia de viajes en línea va a reemplazar.


Alex: Esta mañana tuve una conversación con David Angotti, a quien considero uno de los jefes de propiedad más inteligentes de la industria. Él habló sobre lo importantes que son los procesos para él, y que es una de las áreas más descuidadas por los jefes de propiedad, y podrían ser las ventajas competitivas clave para el efe de propiedad. ¿Cómo gestionas tus procesos?
Heather: Debes poner en marcha tus procesos desde el comienzo. La mayoría de nosotros comenzó en el negocio creyendo que podíamos hacer todo nosotros mismos. Teníamos todo en la cabeza y no teníamos sistemas y procesos por escrito.  Una persona en la organización sabía sobre el sistema de gestión de la propiedad, otra persona sabía sobre el marketing en Facebook, pero no había respaldo. Así que si pudiéramos comenzar de nuevo mañana, haría todo de una manera diferente.
Comenzaría con los procesos y me cercioraría de que duplicaras absolutamente todo y de tener todo documentado, para que cualquiera pueda llegar y coger ese documento. Hacemos tormenta de ideas sobre el sistema de gestión de emergencias todos los años; y hemos creado los escenarios más increíbles. Desde chinches a tornados y barbacoas que se incendian. Cualquiera puede coger el documento ahora y ejecutar el proceso de exactamente lo que tiene que hacer.


Alex: Dijiste que la tecnología es importante, pero la tecnología siempre es la servidora de algo más grande. Es estupendo tener una tecnología como Noise Aware que informa cuando un grupo es demasiado ruidoso, pero entonces ¿qué hacer con eso?
Heather: Hace poco tuvimos una llamada de un propietario que usa Party Squasher, “Creemos que hay seis personas ahí adentro, pero tienen 18 dispositivos, ¿Qué hacemos?” Tenemos un sistema para lidiar con eso. Llamar a los huéspedes. Dieciocho dispositivos entre seis personas no es insólito. Así que número uno,  calmar al propietario. Número dos, ponerse en contacto con los huéspedes. Si hay una aglomeración, entonces hay un proceso para manejarla. De manera que tienes razón. La tecnología está ahí, la gente tiene que lidiar con el resultado de esa tecnología.
Alex: Heather, muchas gracias. creo que esa es una buena cita para el cierre, que la tecnología puede resolver problemas pero básicamente es la gente.
Heather: Sí, muchas gracias.[:]

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