2 guest rooms / $530,000 FS
Begin your lifestyle change now in paradise. This is a unique opportunity to own a vacation rental turnkey business. Make your move to Hawaii now. A great time to get into an established business with plenty of room to grow. Unlimited potential.
E mail Michael or call 808-870-0116 for more information. B&B is located in Volcano.
By Special To West Hawaii Today
Sunday, June 1, 2008 7:29 AM HST
Since March 12, when a billowing cloud of fume erupted from the east wall of Halemaumau, thousands of Hawaii residents and visitors have gazed out across Kilauea caldera to the site of the new vent. Its mesmerizing presence in the day and warm glow at night have captured the imagination of numerous photographers.
The spectacular discharge of volcanic gases and, to a lesser extent, ash and other tiny particles has also commanded the rapt attention of county, state and federal officials concerned for the health and safety of island residents living downwind. Still, others are visiting the eruption virtually; the Hawaiian Volcano Observatory Web site recorded 1.3 million hits in May on the new vent webcam alone.
For the observatory staff and other volcanophiles, much of the fascination is in trying to unravel this new mystery. While Kilauea is arguably one of the best studied volcanoes on the planet, there is much about it that we still do not know. With the current eruptive situation, we are perched on Pele’s roof, trying to understand what is going on inside by watching the chimney and listening very carefully to the sounds coming from within the house.
One of the most elusive puzzles right now can be summarized in a single straightforward question: What specific volcanic processes are responsible for the remarkable glow and copious gas release that we are all witnessing at the new vent?
The answers have been emerging on the surface, so to speak. In late December, gas emissions started to increase. By late January, gas emissions switched from a deep, degassing chemical fingerprint to a shallow, eruptive one. Kilauea’s eruptive gases characteristically have a high sulfur dioxide and water content and are comparatively low in carbon dioxide. Last fall, summit tremor, the constant, low-level shaking of the ground beneath Halemaumau, started increasing in mid-November.
On March 12, 1-1/2 months later, the new vent emerged. And a week beyond that, the first of three small explosions occurred. Ejected material initially contained ash and older reworked lithic material. More recently, fresh Pele’s tears and hair have shown that molten material is not far from the surface.
The composition of gases being emitted from the new vent also shows the presence of halogens — in particular, hydrogen chloride and hydrogen fluoride. These two gases are very soluble in basaltic magma and tend to stay dissolved until the melt approaches the surface.
The halogen emission rate from Kilauea, including the new vent, is low compared to other erupting volcanoes around the world — for example, Kilauea’s hydrogen fluoride emission rate is less than one one-hundredth the hydrogen fluoride emission rate of Masaya or Mount Etna. The appearance of hydrogen chloride and hydrogen fluoride, however, further reinforces the conclusion that shallow magmatic processes are occurring. So, eruptively speaking, it seems clear enough that magma rose within the summit storage complex above the level it had held since 1982, the year of Kilauea’s last summit eruption. The magma’s upward migration caused the measured increase of tremor and gas release. What is less apparent is why this magma movement is occurring after more than 25 years of quiescence and why it happened during a time when Kilauea was steadily deflating. We usually associate upward movement of magma with inflation (swelling) near the eruptive site.
One working hypothesis is that an inferred increase in magma supply to the volcano that occurred between 2003 and 2006 disrupted the previously steady flow of material into and out of the summit storage complex. This factor of 2-3 supply rate pulse might have strained the summit and rift system, resulting in emplacement of an upper east rift dike and causing the small eruption on the flank of Kane Nui o Hamo shield in June 2007.
Further release of built-up magmatic system stresses is suggested from the ensuing eruptive sites downrift of Puu Oo, the developed lava channel, and the Thanksgiving Eve breakout and associated shields that are now producing a stable and strong ocean entry.
The current summit activity, including formation of the new vent and a near doubling of total SO2 emissions from Kilauea, therefore, might be Pele’s latest expression of pressure-driven stress-relief. As we wait for further answers to emerge, we volcano watchers can ponder the processes while we simultaneously engage the stress relief provided by Halemaumau’s stunning roof-top view.
Activity update
Kilauea Volcano continued to be active at two locations: a vent in Halemaumau Crater is erupting elevated amounts of sulfur dioxide gas and very small amounts of ash. The resulting high concentrations of sulfur dioxide in downwind air have closed the south part of Kilauea caldera and produced occasional air quality alerts in more distant areas, such as Pahala, during trade wind cycles and communities adjacent to Hawaii Volcanoes National Park during kona wind periods.
Puu Oo continued to produce sulfur dioxide at even higher rates than the vent in Halemaumau Crater. Trade winds tend to pool these emissions along the West Hawaii coast. Kona winds blow these emissions into communities to the north, such as Mountain View, Volcano and Hilo.
A new gas vent, about 6 meters in width, was observed this past week inside Puu Oo. The vent is perched on the east wall, approximately 20 meters below the rim, and has been producing a hot, jetting plume. Lava from the 2007 Thanksgiving Eve breakout flow, erupting from fissure D of the July 21 eruption, continues to flow through what remains of the Royal Gardens subdivision and across the coastal plain to the ocean within well-established lava tubes. Over the past week, the Waikupanaha ocean entry has remained active, with small explosions and a vigorous plume on the east end of the new delta.
The public should be aware that lava deltas could collapse at any time, potentially generating large explosions in the process. This may be especially true during times of rapidly changing lava supply conditions, as have been seen lately. Do not venture onto the lava deltas. Even the intervening beaches are susceptible to large waves that are suddenly generated during delta collapse; these beaches should be avoided. In addition, the steam plumes rising from the ocean entries are highly acidic and laced with glass particles.
Check the County of Hawaii Civil Defense Web site, http://www.lavainfo.us, or call 961-8903 for information on public access to the coastal plain and ocean entry.
Mauna Loa is not erupting. Six earthquakes were located beneath the summit. Continuing extension between locations spanning the summit indicates slow inflation of the volcano.
Three earthquakes beneath Hawaii Island were reported felt within the past week; all of them occurred on May 22. A magnitude 3.7 earthquake occurred at 8:44 a.m. and was located 4 miles southeast of Kilauea summit at a depth of 1 mile. A magnitude 1.8 earthquake occurred at 5:22 p.m. and was located 1 mile northeast of Hakalau at a depth of 6 miles. A magnitude 3.6 earthquake occurred at 10:26 p.m. and was located 4 miles southeast of Volcano Village at a depth of 1 mile.
Visit our Web site, hvo.wr.usgs.gov, for daily Kilauea eruption updates and nearly real-time Hawaii earthquake information. Kilauea daily update summaries are also available by phone at (808) 967-8862. Questions can be emailed to askHVO@usgs.gov.
This article was written by scientists at the U.S. Geological Survey’s Hawaiian Volcano Observatory.
B&B&B. A trio of Hawai’i Island’s most luxurious bed and breakfasts, Waianuhea, www.waianuhea.com (888-775-2577), Kalaekilohana, www.kau-hawaii.com (888-584-7071), and Ka’awa Loa Plantation, www.kaawaloaplantation.com (808) 323-2686, offer a new Triple Stay & Play package. Three diverse locations, three distinctive inns, three nights to enjoy each. Drive less, and see more. Indulge in a gourmet breakfast daily, and receive a gift at every stop. Book this nine-night package with one call to any of the three inns. $849 per person, double occupancy. Price does not include tax or gratuities. Travel agent commissionable.
It’s almost impossible to describe the typical person who operates a bed and breakfast.
They come from all walks of life, from professionals to laborers. Artists, craftsman, farmers, insurance agents, teachers and anyone else you can think of have opened and run successful B&Bs. Singles, couples and families have all been involved.
Their reasons for opening a bed and breakfast? Just as varied.
Perhaps children have grown and moved away and there are empty rooms in a large home. Some people just have more rooms than they need. Widowed or divorced people have opened B&Bs.
While they are run for a source of income, most people do not depend on them solely for their livelihood. People retired from other professions — such as professionals or farmers — who have a separate primary source of income often operate bed and breakfasts.
All successful bed and breakfasts have one thing in common: owners who like people!
They also like to entertain people in their homes.
Many of these owners also have skills they want to use, such as cooking, to please their guests. Others may have historically significant homes they want to share with others.
Anyone seriously thinking about opening a bed and breakfast must like people and be able to deal with all types of people. This is a people business! You must also be willing to sacrifice a big part of your personal life since guests will be living with you.
Many skills are needed to run a successful bed and breakfast. Do you have what it takes?
Before spending a lot of time and money, use this personal assessment survey to help determine if you and your partner (if you have one) have the skills needed.
Answer honestly by writing yes or no to each statement below. (Remember, this survey is for you — if you’re not completely honest with your answers, it won’t do you any good!)
Complete the survey for both yourself and for your partner. Have your partner do the same. (So you both fill out the survey twice.)
Personal Assessment Survey
I enjoy getting up early and preparing meals.
I’m highly organized and manage my time well.
I’m self-motivated and a self-starter.
I can do several tasks at one time.
I enjoy entertaining.
I find it easy to get along with most people.
I’m tolerant and patient.
I can handle conflict without alienation.
I work well under pressure.
I can work long hours and face a variety of interruptions.
I learn from mistakes and make changes as needed.
I keep my home neat and clean at all times.
I enjoy performing home maintenance.
I’m cheerful.
I enjoy interior decorating and remodeling.
I enjoy gardening and landscaping.
I have a regular income.
I communicate well on the phone.
I write well and regularly.
I’m persistent.
I consider myself a risk-taker.
I have a high energy level.
I enjoy serving others.
I consider myself flexible.
I have a good business sense.
I can handle the business end of a B&B.
I handle emergencies well.
Compare your answers with your partner’s. What are your strengths and weaknesses? Did any of your answers — or your partner’s answers — surprise you?
Now identify, in writing, your strengths and weaknesses. If you plan to become an innkeeper, your strengths should outweigh your weaknesses and you need to determine ways to compensate for the weak areas.
This series of worksheets and information was originally written by Eleanor Ames, a Certified Family Consumer Sciences professional and a faculty member at Ohio State University for 28 years. With her husband, she runs the Bluemont Bed and Breakfast in Luray, Virginia. Many thanks to Eleanor for her gracious permission to reprint them here. Some content has been edited, and links to related features on this site have been added to Eleanor’s original text.
We could spend hours and hours discussing marketing and its strategies. However, the main purpose of this brief article is to get you thinking in terms of what you’ll need to do to market your bed and breakfast.
Just because you think you want to open a bed and breakfast, or may already have done so, doesn’t mean it will be successful. You should give much thought and do a lot of research before you decide whether or not to open a bed and breakfast. It should not be a decision you take lightly.
What is Marketing?
If you were to be asked, “What is marketing?” what would you say? (Take some time to jot down a few of your ideas.)
Marketing is probably all the things you listed. But if we get right down to the very basics of marketing hospitality and tourism…
Marketing is satisfying your customers’ (guests’) needs and wants.
Needs: Gaps between what your customers (guests) have and what they would like to have.
Wants: Needs of which your customers (guests) are aware.
The inability to understand your customers’ (guests’) needs and wants can be a serious threat to your business. As B&B operators, we are here to serve the customer (guest). Their needs are priority #1!
Now, none of us was born with a marketing degree, so this is something we need to learn and then polish through practice. Remember also, the marketing of hospitality and tourism is viewed a little differently than the marketing of a specific product. Let’s take a brief look at the differences.
Product vs. Services
Differences between Product Marketing and Services Marketing Product: Tangible
Service: Intangible
Product: Able to store
Service: Perishable
Product: Made ahead
Service: Immediately available
Product: Sold once
Service: Repeatedly sold
Product: Easier to cost
Service: Depends on demand
Product: Wide channel distribution
Service: Short channel (me to you)
Keep this in mind: An empty room is like water down the drain, it cannot be saved. If it’s not sold, that sale can never be regained.
Why Market a B&B?
Change occurs rapidly in the hospitality and tourism industry and marketing plays a key role in a business’s ability to cope with the changes. The “build it and they will come” philosophy just doesn’t apply here. You have to have a reason and a plan in order for guests to buy your service (a stay at your bed and breakfast.)
Competition is greater, although this can depend on your location and the number of other lodging choices available in the area. But competition is not all bad — many B&B owners form associations and work very cooperatively together locally, at a state level, and nationally. Pooling certain resources, such as advertising, can make economic sense for everyone involved. Referrals are also shared.
Consider to whom you will target your marketing efforts. The economy, social, cultural and lifestyle issues all play roles in market segmentation. You cannot cater to everyone. You must aim for a specific group for the majority of your marketing efforts.
Modern travelers are sophisticated and expect much more than in years gone bye. A lot more than a room with a bed is expected. To get these kinds of guests requires you to do more planning of your marketing effots.
Seven Principles of Marketing
Marketing Concept: The means you are acting on the belief that customer (guest) satisfaction is your top priority. You continually want to put your resources and efforts towards satisfying your customers (guests).
Customer Orientation: You accept and act according to the marketing concept. The customer (guest) is always #1! (For example: Mr. Marriott took time to read evaluations from all of his hotel guests daily and personally took interest in them.)
Satisfy the Customer: Is the only way to ensure your long-term survival. Success comes from knowing what your customer (guests) want and giving it to them. Never just make assumptions.
Target Market: All customers (guests) are not alike. You need to pick out and focus on those you want to attract. This is sometimes known as the “rifle vs. shotgun” approach. A single bullet hits target rather than shot spreading all over.
Value/Exchange: Customers (guests) want value for their money. This is often hard for many to actually define. Some people equate value with the price of something while others do not. We must provide the experiences which guests find valuable in return for that they pay us money, make reservations and hopefully will return again.
Product Life Cycle: All products and services go through a life cycle: introduction, growth, maturity and decline. If we deal in services, we don’t want to end up in decline, but do whatever it takes to continue to grow.
Marketing Mix: Will be discussed in more detail next, but this is the controllable factors which are used to satisfy customer needs.
A bed and breakfast is generally known as a private home where a guest is provided a place to stay for the night. In some cases, the bathroom provided for the guest is shared with the family or another guest — although the majority of guests now expect (or demand) a private bathroom (usually en suite, or “in the room”). Breakfast is usually included with the price of the room.
A bed and breakfast provided in a private home is sometimes referred to as a homestay.
In addition to converted private residences, some establishments are considered bed and breakfast inns. The same concepts of “room and breakfast” apply. The major difference is that an inn has more rooms available than the usual one to four found in a private home. Inns often provide meals in addition to breakfast, as well as other services not always provided in a private home.
These two terms are used in the industry to distinguish the difference between a stay in a private home and an inn. But remember, no two homes or inns are alike. They vary even within the same geographic area. These differences are part of what attracts people to stay at a B&B home or inn and are a significant part of their popularity. Each one has its own personality.
Generally, a B&B is not the reason for a guest to visit an area, but in some cases B&Bs have done such a masterful marketing job that this has changed. People read articles in a variety of publications and sometimes are attracted by a bed and breakfast and plan to visit the area specifically to stay at that B&B.
Travelers usually are attracted by recreational, cultural or historic sites, or by business they have in a particular area. Business travelers, especially women, sometimes seek out bed and breakfast accommodations as an alternative to the typical lodge, motel or hotel facility available in an area. B&Bs provide the traveler with a different lodging experience as well as what many consider a safer environment.
A Brief History of Bed and Breakfasts
The bed and breakfast concept has existed in one form or another since the beginning of man. Monasteries served as bed and breakfasts for travelers, and in some cases still do.
Bed and breakfasts have been very popular with the traveling public in Europe for years. It was in England, Scotland and Ireland that the term “B&B” first came into use. Tourists will see B&B signs in many windows there. The term “bed and breakfast” is not used in many other countries. Terms such as paradors, pensions, gasthaus, minskukus, shukukos and pousados are used to describe what Americans and English-speaking Europeans think of as a bed and breakfast.
The United States also has a history of bed and breakfasts dating back to the time of early settlers. As the pioneers traveled the trails and roads across this county, they sought a safe refuge in homes, inns and taverns. In fact, some of those historic accommodations now serve as B&Bs.
During the Great Depression, many people opened their homes to travelers to bring in some additional money for the family. The term “boarding house” was used at this time. After the Depression, this type of lodging declined and many people had the idea they were just for low-income travelers or drifters. In the early fifties, people may remember the term “tourist home” being used. This too was essentially a form of bed and breakfast. Once motels were built on the new highways, they were soon forgotten.
In large part because of the number of Americans traveling to Europe in recent years and rediscovering B&Bs, there has been an exponential increase in interest in the U.S. Today, the B&B is not viewed as a low-cost lodging facility but as an attractive alternative to the typical standard chain hotel or motel room. Today, some bed and breakfasts offer amenities not unlike those found at the most upscale hotels in the world.
This series of worksheets and information was originally written by Eleanor Ames, a Certified Family Consumer Sciences professional and a faculty member at Ohio State University for 28 years. With her husband, she runs the Bluemont Bed and Breakfast in Luray, Virginia. Many thanks to Eleanor for her gracious permission to reprint them here. Some content has been edited, and links to related features on this site have been added to Eleanor’s original text.
A thorough business plan will help you prepare for the life of an innkeeper, hopefully making it an enjoyable and profitable life.
Since everyone in your family will have to live with the decisions, everyone should be involved in making them. The planning process will include a lot of research and study. Be realistic in evaluating what you can offer potential guests. Ask yourself what potential guests want and how you can bring your wants and their wants together.
Don’t hesitate to contact your local or state B&B organization for some pointers. The Professional Association of Innkeepers International also offers resources for aspiring innkeepers.
Plan Outline
Consider each of the following points as they apply to your situation.
You should first prove to yourself that running a B&B will be a worthwhile venture for you and your family. Some elements of the plan will also be useful if you need to borrow money for the business in the future.
Resources
Your bed and breakfast home and grounds — its character, period and/or style, location, facilities, and activities both on the premises and within the community, seasonal or year-round.
Do you have enough time to operate a bed and breakfast?
Family members, B&B-related skills, dispositions, and interests.
Available capital for bed and breakfast startup and ongoing costs.
Goals
Why are you considering opening a B&B? Merely for financial needs?
What is your desired profit (net income) over a pre-determined number of years?
Do your B&B goals mesh with family goals, both long- and short-term?
Modify and re-prioritize your goals after making your first decisions.
Requirements
Learn what’s needed in the way of licenses and permits in your location (local, county, and/or state): zoning, building and housing codes, health regulations, tax collection, etc.
Obtain an estimate on the cost for liability and other insurance.
What are the tax requirements — local, state, federal, etc. — that you’ll need to meet? It may be useful to meet with a CPA or a tax preparation specialist.
What sort of business structure — sole proprietorship, partnership, corporation or other — will work best for you? A consultation with an attorney may be in order.
Market Analysis
Make notes regarding the socio-economic characteristics of your targeted guests. Consider what you prefer and/or you will most likely attract.
Estimate the number and location of potential guests. How far will they come to stay at your inn? Does your area draw a lot of tourists?
Consider distances and routes to specific targeted areas close to your bed and breakfast.
Look at the anticipated trends in socio-economic status for your region.
Educate yourself about trends in the preferences of B&B guests.
Competition/Comparisons
Study the quantity and quality of similar bed and breakfasts and attractions in your location.
How profitable are other local inns? What are the trends? You might not be able to get this information directly, but talk to the Chamber of Commerce to see whether B&Bs in the area are stable businesses or if they seem to come and go.
Where do your competitors advertise?
Management
Record-keeping for tax purposes, as well as to give yourself plenty of data to analyze as you work to improve your inn.
Start up and maintenance costs (facilities, equipment, supplies and services).
Pricing bed and breakfast facilities and services.
Inventory and depreciation record keeping.
Bed and breakfast standard operating procedures (with assignments).
Marketing
Image building: logo, stationary, signs, etc.
Sales strategy: uniqueness, quality, price, location, etc.
Promotion strategy: type of advertising, agencies and organizations.
Action Plan
Prioritized bed and breakfast goals (most desired results within six months to one year).
List tasks required to accomplish your goals. Set deadlines.
Evaluate needed resources: money, time, labor, etc.
Prepare an action calendar (with task start dates and completion deadlines).
Evaluate your progress periodically and update your plan. No plan is static. Call on professionals for assistance: an attorney, accountant, insurance agent, a bed and breakfast organization director, and others you may know.
Additional Resources
Check out books on the subject of starting a small business, perhaps available from your state government.
Talk to the local chamber of commerce, visitors bureau, etc.
Contact any small business associations in your location.
This series of worksheets and information was originally written by Eleanor Ames, a Certified Family Consumer Sciences professional and a faculty member at Ohio State University for 28 years. With her husband, she runs the Bluemont Bed and Breakfast in Luray, Virginia. Many thanks to Eleanor for her gracious permission to reprint them here. Some content has been edited, and links to related features on this site have been added to Eleanor’s original text.
If you’re thinking about opening a bed and breakfast, some of the first people you’ll want to discuss it with are the members of your immediate family.
Some people may consider becoming an innkeeper the ideal way of having the best of both worlds — family and work — but think again. If your family members aren’t willing to give up or share some of their space with potential guests, you have a problem.
Working in any home-based business becomes a delicate balancing act between work and family. The pressures of business could get the best of you and cause some conflicts in the family. You must put a lot of thought into how your family and the business can function together. Consider these points and discuss as a family before reaching your final decision.
Time Schedules
As a business, bed and breakfasts are dependent on their guests’ schedule and families must manage around them.
How will this type of scheduling affect you and your family?
Do you have young children that need your care and attention?
Do you and family members have commitments or obligations which will interfere or conflict with guests’ needs?
Period of Operation
Some businesses can pick and choose their hours of operation. Bed and breakfasts have some flexibility in this area, but if you want to build up your business, you have to be open.
Can you schedule some time off in order to be with the family?
How much will it hurt the business to shut down for that time?
Will it coincide with the time your family has available?
Amount of Energy Required
Running a bed and breakfast is real work. Your guests expect clean rooms, delicious breakfasts, and service that goes above and beyond. You’ll need to get up early, often go to bed late and — at least in the beginning — you’ll have to do all of the housework, prepare the meals, and manage the business (such as bookkeeping).
Will you be able to handle the tasks required by both your business and family?
Do you have the energy level needed?
Are others willing and able to help?
Use of Space
Your home will be your place of business. Are family members willing to give up some of their space for guests? Have family members take some time to fill out the worksheet below and then discuss it with them.
Friends and Neighbors
Zoning is a concern for some bed and breakfast locations, especially if you’re starting a new one. You also need to consider the reaction of your neighbors.
How will your business affect your neighborhood?
Will neighbors accept and support a bed and breakfast?
Create a Family Use of Space Worksheet
Create a worksheet to find how each family member feels about sharing rooms in your home with guests.
In the left column, list each area and room of your home. Be thorough. Across the top row, list each family member.
Then, using the codes listed below, have each family member indicate how comfortable they are with guests’ use of these rooms.
Space Codes:
A. Any Time
B. Okay at Certain Times
C. Only When Arranged
D. Never
After everyone has finished, determine what space appears acceptable and on what kind of schedule. Now it’s time to talk! Does everyone agree? Are there ways you might be able to negotiate a compromise? If not, you may need to rethink your plans for opening a bed and breakfast in your home.
This series of worksheets and information was originally written by Eleanor Ames, a Certified Family Consumer Sciences professional and a faculty member at Ohio State University for 28 years. With her husband, she runs the Bluemont Bed and Breakfast in Luray, Virginia. Many thanks to Eleanor for her gracious permission to reprint them here. Some content has been edited, and links to related features on this site have been added to Eleanor’s original text.
Many bed and breakfasts describe themselves as “eco-friendly” or “environmentally conscious,” and many of them really are. Ka’awa Loa Plantation, however, offer guests a special ability to interact with and appreciate the environment with the new “Pick It From The Tree Tour”.
Ka’awa Loa Plantation Guesthouse and Retreat is offering their guests a new breakfast experience, an early morning farm tour focusing on the fresh fruit in season. Guests stroll the plantation discussing agritoursim, living on the land, tropical fruit growing cycles and products that can be made from the variety of fresh fruit as well as establishing farm business. Harvesting the fruit from the orchards for their breakfast and when combines with commanding South Kona vistas and 100% Kona Coffee – we what can we say – it is perfect way to stay the day.
www.kaawaloaplantation.com
Call or Email Michael F. Martinage R(S) to find your own special B&B to operate. It is a lifestyle not a job 
808-870-0116 cell MMartinagehawaii@msn.com
Generally speaking, the bed and breakfast industry caters to more sophisticated travelers than do chain hotels and motels. One way to stand out from the competition is to give your guests an experience they’ll never forget.
Start the pampering with the first impression. Your web site, emails, brochures and phone manners should all reflect a warm, inviting spirit.
Don’t be shy about advertising your amenities. If you put fresh flowers in the rooms every day, leave chocolates on guest pillows, fresh flower lei or provide plush robes for your guests, say so.
Start with the simple things. A piece of chocolate on the pillow goes a long way.
Leave extra pillows in every room.
Leave extra towels in every room.
Be available, but not intrusive. Make sure guests know how they can reach you if they have questions.
Provide plenty of information about the local area in each room. Restaurant menus, maps and brochures of local attractions are especially helpful.
If you can get a nice local restaurant to agree (which shouldn’t be difficult), provide a 10 percent off coupon for dinner on the first night.
Offer to help plan a local itinerary. Again, be available but not pushy.
Be as flexible as possible, especially in terms of when breakfast is served. Some guests want to be up at the crack of dawn; others want to sleep in.
Ask in advance about dietary restrictions. Don’t assume your guests will remember to tell you that they break out in hives whenever they eat nuts.
Tips:
When you send a reservation confirmation, include your offer to help plan a local itinerary.
Consider sending ‘thank you’ notes to guests after they leave — especially those you’d like to come back
Some of the items on this page can rightfully be considered a guest’s responsibility. But if you take the initiative to ensure a nice stay, you’ll see more repeat visitors.
What You Need: A great attitude
Knowledge of all local attractions
Lots of pillows and towels
Patience & Aloha