Meadow Brown Restaurants

Breathing New Life into a Historic Bedfordshire Landmark

From revitalised interiors and upgraded amenities to cutting-edge digital innovations that streamline bookings and enhance guest interactions, our vision is to create a destination that seamlessly blends luxury with modern convenience. In this article, I’ll share insights into our journey so far, not just to reflect on how much we’ve achieved, but also to highlight the exciting possibilities that lie ahead.

Looking Back to May 2022, Where It All Started...

When I first joined Woodland Manor Hotel in 2022, I encountered a series of significant challenges that required immediate attention:

A broken website: The hotel’s site was built on WordPress with a theme builder called “Beaver Builder” and was neither mobile or desktop optimised. With fewer than 500 monthly clicks, no analytics, extremely slow page speeds, thin copy and broken links.

Lack of online presence: Very few social media posts were published, content was duplicated and there was no clear sales funnel.

Poorly setup OTAs: The online travel agents (Booking.com, Expedia and Agoda at the time) were not properly configured and there was no strategy in place to leverage them effectively for bookings.

Under-priced verbal deals: The hotel only had verbally agreed, under-priced corporate deals, with no formal access to the corporate market. (a key area for growth)

No lead generation strategy: There was no system in place to generate new leads, leaving us without a steady flow of events. (also no CRM to track or measure inbound activity)

Absence of an online booking system: Without a direct booking channel, guests were having to call or email the reception team to book a room.

Broken channel manager: The channel manager was malfunctioning, causing chaos in managing online distribution. (rooms not properly mapped to OTA’s and delays with syncing to the PMS)

Outdated property management system: The existing property management system was dated, preventing the efficient handling of day-to-day operations.

Inefficient revenue management: There was no clear revenue management strategy, just a static price structure for each room type.

Given these challenges, it quickly became clear that a comprehensive overhaul was essential to bring the hotel up to industry standards and to start unlocking its full potential. We set out with a 5-year plan, but through hard work and determination, we managed to complete it in just 2 years. The plan included the following key initiatives:

1. PMS and channel manager migration – Ensured smoother operations and better integration across systems.

2. Website search engine optimisation (SEO) – Improved visibility and user experience, increasing traffic from 500 to 4000 monthly views.

3. Revamping OTA listings – Worked alongside dedicated account managers to optimise listings to meet search intent.

4. Expanding distribution with GDS – Added a global reach for corporate bookings and exposure.

5. "Stay and Play" package with a local golf course – Created attractive offers for guests and boosted local business relationships.

6. Implementing a CRM system for event management – Streamlined lead generation and event bookings. (now averaging 200+ leads per month)

7. Setting up and measuring key analytics – Introduced Google analytics and Siteminder reporting to enable data-driven decisions.

8. Revamping food and beverage offerings – Launched seasonal afternoon teas, corporate menus and new function offerings.

9. Remapping room types – Optimised room groupings to better meet guest needs.

10. Shifting from static to dynamic pricing – Introduced flexible pricing to maximise revenue. (banding)

11. Creating a retargeting strategy – Increasing lifetime value through direct marketing efforts.

12. Developing a separate wedding brand – Established a distinct identity and plan for weddings, attracting more couples. (100+ enquiries per month)

13. Utilising paid directories – Leveraged paid listings like Hitched and Bridebook to increase visibility and bookings.

14. Adding several new OTA listings – Expanded our reach on platforms like SpeedyBooker, Airbnb and more to attract a diverse range of guests.

15. Developed a social media strategy – Created a cohesive approach for consistent engagement across all relevant platforms.

16. Updated photography – Commissioned high-quality images to better showcase the hotel’s offerings and ambiance.

17. Shortening lead times – Streamlined processes to reduce the time from inquiry to booking.

18. Increasing conversion rate – From 6% to 22% in 48 months for events.

19. Integrating an F&B booking system – Transitioned from phone call and email bookings to online reservations.

20. Expanding promotional discounts – Introduced new incentive schemes to increase length of stay, revenue per available room and mobile bookings.

21. Automating email communication – Implemented automated email workflows to enhance guest engagement and efficiency. (work in progress)

This process wasn’t without its hurdles. Over the course of this transformation, we navigated through three different general managers, two restructures and plenty of turbulence. But through it all, we’ve emerged stronger, with a clearer direction and a hotel that’s ready to thrive in today’s competitive market.

The Impact of Market Shifts on Bedfordshire’s Hospitality Landscape

The Bedfordshire market has been evolving rapidly in recent years, shaped by a mix of external factors and emerging opportunities. While billion-dollar projects, such as Universal, loom on the horizon, the market has also faced significant challenges. The ongoing cost of living crisis has impacted disposable income, influencing consumer spending habits and reducing demand for leisure travel, dining out and hosting special occasions in third-party venues.

At the same time, a surge in construction projects has spurred a dynamic shift in the local economy, creating both opportunities and disruptions, such as a rise in GDS (business bedroom) bookings. These changes have created a complex environment in which businesses like MBR must adapt quickly to stay relevant and capitalise on emerging trends.

Competing with the Industry Giants in Bedfordshire’s Hotel Sector

From well-established options like the Mercure on the high street and budget-friendly chains such as Travelodge, to boutique hotels like The Bedford Swan, the competition in Bedfordshire’s hotel market is fierce. Woodland Manor Hotel, tucked away in Clapham, faces the challenge of competing with these major players, who have strong brand recognition and substantial financial backing.

However, our competition isn’t solely about size or investment; leveraging a competitive set report is key. By analysing competitors' pricing, amenities, guest offerings and more, we’ve been able to pinpoint market gaps and areas where we can excel. Emphasising our unique selling points, such as the serene location, personalised service and distinctive atmosphere, gives the hotel an edge in attracting a clientele seeking a more peaceful and refined experience.

Setting a Clear Path for 2025

The plan for this year is ambitious, with a clear focus on scaling the hotel’s success and elevating its performance in key areas. One of our main goals is to host 50 weddings per year, positioning the Manor as a top choice for couples in the county. To achieve this, we’ll focus on improving our event conversion rate, turning more inquiries into confirmed bookings.

Increasing organic traffic to the website will also be a priority, driving more qualified leads without relying on paid advertising. We aim to triple our output across marketing channels by creating more content, engaging with potential guests more frequently and expanding our reach through partnerships and local collaborations.

Above all, we’re focused on maximising the lifetime value of every guest, ensuring repeat business through exceptional experiences, loyalty programs and personalised services that keep guests returning for years to come.

Conclusion

As I reflect on my time here at Woodland Manor Hotel, I feel an overwhelming sense of pride and gratitude. The past few years have been a whirlwind of challenges, growth and unforgettable moments, each shaping me in ways I could never have imagined. From joining at 23 to now approaching 27, this journey has been one of immense personal and professional development.

I’ve had the privilege of working alongside a fantastic team, meeting incredible guests and witnessing the hotel evolve and flourish. As I type this out, tradesmen are hard at work, preparing to refurbish the reception, bar and conservatory. There’s an exciting new chapter ahead and I can’t wait to see how these changes enhance the beauty and charm of the hotel…

Insights into the Hotel Industry from a Sales & Marketing Manager: A Focus on Woodland Manor Hotel

A Spotlight on Alex, Meadow Brown Restaurants Sales & Marketing Manager