Step 1 of 6 · Services
Property, market, guests

A 80-room independent on a five-mile glamorous resort coast. Four quarters to make your mark. You’ll name the property in Round 1. Services marketing is a contact sport — every interaction is your product.
To: Incoming Owner-Operator
From: Margot Ellery, Investor & Founding Partner
Re: Your first year running the property
Welcome aboard. The capital is committed, the keys are cut, and the property is yours to name and run for the next four quarters. You’re inheriting a 80-room independent on a five-mile glamorous resort coast — Marlin Bay, a glamorous resort destination where independent boutique hotels live shoulder-to-shoulder along an oceanfront promenade and compete for the same guests every night. A handful of peer properties along the strip will go after the same demand; you’ll meet their archetypes below.
Over the next four quarters you’ll make decisions across the full 7 Ps of services marketing — product, price, place, promotion, people, process, and physical evidence — and we’ll judge you on the same numbers any owner cares about: occupancy, RevPAR, NPS, and net profit.
A reminder that services aren’t goods. You can’t store a room-night you didn’t sell, you can’t inspect a smile before it leaves the kitchen, and the moment of consumption is the moment of production. Your staff are not delivering the product — they are the product.
Two things worth internalizing now. First: internal investments compound. Training, fair wages, and maintenance feel slow, but they drive the Service-Profit Chain — better employees produce better service, which produces loyal guests, which produces profit. Second: research isn’t a luxury. The SERVQUAL gaps that lose you guests are invisible to you by default. Buy the audits. Read them. Act on them.
I won’t sit in your office. I’ll read your numbers at the end of every quarter. Run the place like it’s yours — because it is.
— Margot
A 80-room independent on the Marlin Bay oceanfront strip. The shape is fixed: 80 keys across standard, deluxe, and suite, sized to compete on a destination resort coast without cresting into resort-chain scale. The character — the lobby aesthetic, the F&B you build, the touchpoints that make a stay memorable — that’s your call. You’ll name the property in Round 1.
Rooms
80
standard, deluxe, and suite
Quarterly capacity
7,200
80 rooms × 90 nights
What you're scored on
RevPAR + NPS
profitability and loyalty
You operate on a five-mile glamorous resort coast — a destination resort coast with a long crescent beach, turquoise water, and a palm-lined oceanfront promenade, an unbroken row of independent boutique hotels — art-deco beside modernist beside colonial-revival — competing shoulder-to-shoulder for the same guests, fly-in vacation traffic plus regional weekend trade, plus a small but reliable corporate base from the inland tech corridor. The vibe: white sand, turquoise water, coral umbrellas along the beach clubs, palms throwing long shadows across the boulevard, the moment in late afternoon when the lights come on along the strip and a guest decides where to drink before they decide where to eat. The boutique-hotel business along this strip is competitive, OTA-heavy, and post-COVID still adjusting to a labor market where front-desk turnover sits around 60% industry-wide. You are not competing on price. You are competing on the experience that justifies one.
OTA commission bleed
~18%
every OTA-sourced booking
Front-desk turnover
~60%
industry baseline, post-COVID
Summer peak uplift
×1.20
Q3 demand multiplier
Six acronyms appear on every page that follows. If you’re new to hospitality, glance at this once and the rest of the briefing will read more cleanly.
Three properties of services drive every strategic decision in this simulation. If you only remember three things from this briefing, make it these.
Perishability
A room-night you didn't sell is gone. There is no inventory rollover. Capacity is a use-it-or-lose-it 7,200 room-nights every quarter — empty ones earn $0 forever.
Service-Profit Chain
Internal investment → employee morale → service quality → guest satisfaction → loyalty → profit. Skip a link and the chain breaks; the diagram below shows the full path.
Internal marketing
Helping your employees believe in the brand is itself a marketing discipline. A staff that knows what your property stands for delivers the standard without being scripted.
Skip a link in the chain — pay premium wages but never train, market a luxury experience without funding the servicescape — and the whole chain breaks. Most teams fail not because they spend too little overall, but because their spending is incoherent.
Goods marketing has 4 Ps. Services marketing has seven — because intangible, perishable, simultaneously-produced-and-consumed offerings need three more levers. You will make decisions on every one of these each round.
Product
Room mix (standard / deluxe / suite) and amenities. The physical and service offering itself.
Price
Average Daily Rate (ADR) and yield management — flexing prices by season and segment.
Place
Distribution channels: Direct (your site), OTA (Booking, Expedia), Corporate contracts. Each carries different commission and loyalty profile.
Promotion
Marketing spend, brand positioning, and loyalty program investment. Long-horizon investments compound.
People
Staffing levels, wages, training hours, and internal marketing. Your employees are the service.
Process
Service standards, technology, and recovery empowerment. The scripts and systems behind every guest interaction.
Physical Evidence
Maintenance budget and servicescape design. The tangible cues guests use to judge an intangible service.
Parasuraman, Zeithaml & Berry’s classic framework. Service quality fails through five specific gaps. Each gap is invisible by default — the right research closes the right gap.
Gap 1
Knowledge Gap
What management thinks guests want vs. what they actually want.
Closes via: Customer Expectations Audit
Gap 2
Standards Gap
Guest expectations vs. the service standards you set internally.
Closes via: Internal review (always visible)
Gap 3
Delivery Gap
The standards you set vs. what your staff actually deliver on the floor.
Closes via: Mystery Shopper Report
Gap 4
Communication Gap
What you promise in marketing vs. what you actually deliver.
Closes via: Mystery Shopper + Brand Audit
Gap 5
Perception Gap
Guest expectations vs. their perception of what they got. The sum of Gaps 1–4.
Closes via: NPS & review analysis
Demand is not flat. Each quarter has its own rhythm, its own dominant segments, and its own strategic posture.
Q1
Jan–Mar · demand ×0.85
Post-holiday lull. The lobby is quiet enough to hear the radiator. A good quarter to invest in training, maintenance, and brand — not chase volume with discounts.
Q2
Apr–Jun · demand ×1.00
Spring travel returns. Leisure picks up first; business steadies. Yield management starts paying off as occupancy climbs and weekends fill.
Q3
Jul–Sep · demand ×1.20
Summer peak. Leisure and luxury demand surge. This is when ADR can run hot and RevPAR is made or missed — capacity discipline matters.
Q4
Oct–Dec · demand ×0.95
Holiday and corporate season. Group bookings and business travel return for year-end events. The quarter that rewards properties whose service has held up all year.
Real boutique hotels don’t operate in a vacuum, and neither do you. Every quarter, an external event shapes demand or costs — sometimes for everyone, sometimes for specific segments. You’ll see the event called out at the top of your results page each round so you can read your numbers in context. Examples:
A reel goes viral on TikTok
Romance and Family demand surges through OTAs.
Anchor conference relocates
Business demand drops sharply this quarter; leisure unaffected.
OTAs raise commission
Margin squeeze for properties dependent on third-party distribution.
TripAdvisor reweights toward NPS
High-loyalty hotels surface higher in search; weak NPS sinks.
Events are deterministic per simulation — the same instructor running the same class always sees the same sequence — but you won’t know which one is coming. The Diagnosis tab on your results will reflect the event so you can separate “market shock” from “your strategy.”
Four segments share your lobby every night. Each measures value differently. A choice that delights one can quietly alienate another.

Renee Park, 41, Regional sales director — in by 9, out by 5, never miss a call
Frequent corporate travelers booking on the company card. They are comparatively price-insensitive but ruthlessly intolerant of friction — a slow check-in, weak Wi-Fi, or a late wake-up call can permanently lose them. They demand reliability, fast service, and tech that just works. Status programs and loyalty perks earn their repeat bookings, but only after the basics are flawless.
Buying lens
Reliability & efficiency
Price posture
Low sensitivity (corporate card)
What wins them
Fast Wi-Fi, seamless check-in, in-room tech
What loses them
Any operational friction
Books through
Direct + corporate channels

Marcus & Elena Rivas, 34, Couple on a long-weekend getaway — make it feel like more than a hotel
Couples on getaways — anniversaries, romantic weekends, milestone trips. They are buying an experience, not a bed: the lobby’s ambient lighting, the staff’s warmth, the thoughtful welcome amenity, the way the room feels at first glance. Tangibles and Empathy carry the most weight in their evaluation; reliability barely registers as long as nothing goes wrong. They pay a meaningful premium for atmosphere and post enthusiastic reviews when it lands.
Buying lens
Tangibles + Empathy (atmosphere)
Price posture
Moderate — pays for the experience
Ideal ADR
~$280 (Deluxe rooms)
What wins them
Curated touches, servicescape, attentive staff
What loses them
Generic, transactional service
Books through
OTAs primarily (~65%)

The Patel Family, 38, Vikram, Anjali, two kids — summer trip — safe, simple, on the family budget
Multi-generation travelers booking with a fixed pre-vacation budget. They prioritize Assurance — safety, kid-friendliness, a brand reputation they can trust — and Empathy — staff who anticipate family needs (cribs, dietary accommodations, late check-ins after a long drive). They’re highly price-sensitive and shop hard on OTAs. The right Mid-tier positioning beats budget here: families don’t want to look cheap, but they will leave for $30 a night.
Buying lens
Assurance + Empathy (trust + family fit)
Price posture
High sensitivity — fixed family budget
Ideal ADR
~$320 (Suite rooms preferred)
What wins them
Safety, family-friendly staff, mid-tier positioning
What loses them
Sticker shock, cold service, any kid-unfriendly vibe
Books through
OTAs primarily (~70%)

Amelia Whitfield, 58, Private equity partner — I expect everything, on cue
A small but disproportionately profitable segment (~700 quarterly demand). Nearly price-insensitive — if anything, low pricing scares them off as a quality signal. They evaluate Empathy + Tangibles + Assurance equally and demand uniform excellence. A single weak link — a stained robe, a slow concierge response, a shabby corridor — collapses the experience. They pay generously, and they tell everyone if it’s wrong.
Buying lens
Empathy + Tangibles + Assurance
Price posture
Very low sensitivity — luxury-only
Ideal ADR
~$600 (Suite rooms)
What wins them
Recognition, immersion, flawless execution
What loses them
Any noticeable inconsistency or low price signal
Books through
Direct + concierge (~60%)
Four common peer archetypes share the Marlin Bay strip. Specific properties reveal themselves on the leaderboard each round — what you can know in advance is the shape of competition you’ll see, and where each archetype tends to win.
peer archetype
Watch out: Owns the Luxury segment by default. Don’t fight them on their ground in Q1 — you’ll lose the suite ADR battle and the brand-positioning war at the same time.
peer archetype
Watch out: Photographs beautifully. OTA review velocity is the moat — plan to out-curate the room, not out-spend the marketing.
peer archetype
Watch out: Wins on price and OTA visibility. If you fight them on ADR you lose; if you fight them on service you win — their staff turnover is the whole industry’s.
peer archetype
Watch out: Strong on weekday corporate-event business through their meeting spaces. You can’t out-meeting them; you can out-room them.
Six headline metrics report at the end of every quarter. Read them together — chasing one in isolation usually breaks another.
Occupancy %
Rooms sold ÷ rooms available. The volume metric.
ADR
Average Daily Rate. The price metric.
RevPAR
Revenue per Available Room (Occupancy × ADR). The headline efficiency metric.
NPS
Net Promoter Score — the loyalty signal that compounds across quarters.
Net Profit
Revenue less operating costs, wages, marketing, and maintenance.
SERVQUAL Gaps
Five diagnostic gap scores. Closing them is how you raise everything else.
Service failures are inevitable. A burst pipe, a missed wake-up, a botched booking — they happen in every property. What separates great hotels from average ones is what comes next. When a failure is recovered well — quickly, generously, with genuine accountability — guest satisfaction can actually exceed what it would have been if nothing had gone wrong at all. This is the service recovery paradox.
You unlock recovery by investing in empowerment — giving frontline staff the authority and budget to fix things on the spot, without waiting for a manager. Empowerment is a line item, not a slogan. Underfund it, and a failure becomes a churned guest and a 1-star review. Fund it well, and that same failure becomes a story the guest tells their friends.