Booking.Yeehaw! Riding the Booking.com Ranking Reshuffle Rodeo
On the latest episode of Back of House Banter, GuestRevu's Amy Branford sat down with Rodica Buzescu, Group Product Marketing Manager at Booking.com, and Lee-Anne Singer, Marketing Director of the Singer Group and Chairperson of FEDHASA Western Cape, to unpack what's changed, why it matters, and how hoteliers can adapt.
A More Dynamic Review Score
Booking.com's updated guest review score went live at the end of January. The key change? The score is now weighted more heavily towards recent reviews, rather than being a simple average over time.
We're changing the maths, the logic, behind how we compute your overall property level score, and making it a bit more dynamic, weighing it by recency, so counting those most recent reviews a bit more.
While around 50% of properties saw no change at all, others experienced small shifts of 0.1 or 0.2 points. Only a small percentage (about 4–5%) saw more dramatic movement.
We've also analysed how your Tripadvisor score is calculated and how to improve it
Why the Change?
Feedback from partners played a pivotal role in the decision to update the system. Many long-time Booking.com partners felt their scores were static and unresponsive to recent improvements or declines in guest experience.
Over the years, we evolved from serving only hotels to serving home-stay properties and multi-national chains, so the system has to also change to adapt to how the market is today, and it needs to behave in a fair way both for the accommodation and the traveller.
What Hoteliers Need to Know
For hoteliers, adapting to the new system means embracing agility and focusing more intently on real-time guest satisfaction. Lee-Anne Singer captured the sentiment perfectly:
What I want is a handbook – a best practice guide – so I can go back to my team and help them understand how to benefit from these changes.
Rodica offered three core takeaways for hotel teams:
Prioritise guest experience from beginning to end. Actively prevent negative reviews by checking in with guests during their stay (but don't try to block negative reviews with underhanded practices!) Be a great host – think of each guest as a visitor in your own home.
Capturing Feedback Before It's Too Late
One of the most valuable tactics discussed was gathering feedback before guests leave the property—and before they get that automated review request from Booking.com.
Lee-Anne shared how the Singer Group blends old-school hospitality with modern tools to connect with guests at every stage of their journey:
As [Rodica] correctly pointed out, we need to be able to give people access to speaking to us in the way that they prefer.
Rodica noted that many negative reviews can be avoided if guests have a way to share frustrations discreetly and in the moment. One example she shared was a hotel using technology to collect mid-stay feedback without putting guests in uncomfortable face-to-face confrontations.
Should You Respond to Reviews?
Yes! Even if it doesn't impact your Booking.com score (yet), both Rodica and Amy stressed the value of responses for future bookers.
Rodica noted that some guests look for the bad reviews, and what matters most is seeing that the property acknowledges and tries to resolve problems.
With the integration between GuestRevu and Booking.com, responding to reviews has become significantly easier, as Lee-Anne highlighted:
It's just bad manners not to respond. My managers can do it all in one place – it's life-changing in terms of productivity.
Find out how to respond to reviews even faster with GuestRevu's built-in AI assistant
Reputation as a Revenue Tool
Towards the end of the discussion, the conversation turned to how review scores can and should feed into broader revenue and operational strategies.
Lee-Anne reflected on the evolution of the role online reviews have played for hoteliers. Initially, reviews were just something you responded to, then we learned to take advantage of review insights for operations, and now they even have the potential to be a revenue management tool.
Rodica echoed that view, emphasising that reviews reveal invaluable insights about operations, guest preferences, and even staff performance.
Amy summed it up:
Your reviews are your story. Make sure it's the one you want potential guests to hear.
Frequently Asked Questions
Can higher commissions influence review scores? No. Booking.com scores are based solely on guest reviews and cannot be influenced by commission levels.
Do stricter cancellation policies impact revenue? It depends. Rodica advised discussing this with your Booking.com account manager for tailored data and insights.
Will hoteliers ever be able to review their guests? Not currently. While this is a popular request, especially from home and short-term rental providers, there are no immediate plans to introduce it.
The bottom line?
From grading systems to guest expectations, the role of online reviews is evolving, and so is the technology that powers them. But, at the heart of all the technology is the guest experience. As Rodica reminded us:
If a general manager is focused on that experience, the guest reviews will follow, I can assure you, almost 100%.
Back of House Banter will continue to explore these industry shifts with the people shaping them. If you're a hospitality professional looking to stay ahead of the curve, be sure to join the mailing list for upcoming episodes.
GuestRevu helps hoteliers worldwide to listen to, learn and earn from their guests by enabling them to leverage the power of guest intelligence to build lasting loyalty and drive revenue. GuestRevu's mission is to give hoteliers tools they can use every day to develop a guest-centric culture in their hotels, enhance guest experience, optimise operations, and ultimately, to drive revenue using online surveys and reputation management. With their headquarters in the UK, GuestRevu is a TripAdvisor Platinum Review Collection Partner. For more information please visit www.guestrevu.com
View source
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Hospitality Net
3 days ago
- Hospitality Net
Martin Riehl has been appointed Executive Chef at Park Hyatt Abu Dhabi
Park Hyatt Abu Dhabi Hotel and Villas has appointed Martin Peter Otto Riehl as its new executive chef. With more than four decades of global hospitality experience, Riehl joins the Saadiyat Island property following key roles across Asia's top Hyatt destinations. A certified master chef with formal training in German and French cuisine, Riehl most recently served as director of culinary operations at Grand Hyatt Macau, within the City of Dreams complex. Prior to that, he led the kitchens of Grand Hyatt Hong Kong and Grand Hyatt Guangzhou — both known for their high-volume, high-end F&B operations. During his decade-long tenure at Grand Hyatt Shenzhen, Riehl played a critical role in shaping the property's culinary identity while supporting Hyatt's growth in China as an F&B specialist for the Asia Pacific region. His résumé includes collaborations with renowned chefs and a reputation for nurturing culinary talent and rolling out refined, globally inspired menus. In his new role, Riehl will oversee all culinary operations at Park Hyatt Abu Dhabi, including Mate Abu Dhabi, Beach House, and The Café. With his deep expertise in Chinese and international cuisines, as well as his track record in opening acclaimed culinary concepts, Chef Martin is poised to guide Park Hyatt Abu Dhabi's culinary program into an exciting new era, says the hotel.
Hospitality Net
3 days ago
- Hospitality Net
Cristian Nannucci has been appointed General Manager at Tivoli La Vie Muscat Hotel
Minor Hotels, a global hospitality group that owns and operates over 560 properties in 58 countries, is pleased to announce the appointment of Cristian Nannucci as General Manager of the upcoming Tivoli La Vie Muscat Hotel, set to open in Q1 2026. A seasoned hospitality executive with over 30 years of global experience, Nannucci will lead the pre-opening and operational launch of the first Tivoli property in Oman. Nannucci brings a proven track record of leadership across the Asia, Europe and the Middle East, having held senior positions with global hotel brands including Shangri-La and the opening of the five-star dual complex PARKROYAL COLLECTION and Pan Pacific Serviced Suites in Kuala Lumpur. His expertise spans luxury resort management, multi-property operations, brand development, and new hotel openings—skills that will be instrumental in establishing Tivoli's debut in Oman. Most recently, he has taken on senior assignments in Malaysia and the Philippines, combining operational excellence with a strong focus on guest experience and commercial performance. Situated in the modern mixed-use destination, LA VIE, just 15 minutes from Muscat International Airport, Tivoli La Vie Muscat Hotel is a landmark new-build development comprising a 79-key hotel and 100 branded residences. The property will overlook the newly landscaped 18-hole golf course managed by Troon Golf and will be ideally located near the Oman Convention & Exhibition Centre, Oman Automobile Association, and several government ministries. Guests can look forward to a full suite of luxury amenities including an Anantara Spa, SEEN Rooftop Bar & Restaurant, all-day dining venue, sports bar, ballroom, meeting rooms, and a state-of-the-art gym and infinity swimming pool. With this opening, Tivoli Hotels & Resorts strengthens its presence in the Middle East, complementing its existing portfolio in Qatar and upcoming expansion into Bahrain. An Italian national, Cristian Nannucci is a graduate of the Aurelio Saffi Hotel School in Florence and has completed executive leadership programmes by Cornell University. His diverse cultural background and international training have shaped a management style rooted in precision, innovation, and warm hospitality.
Hospitality Net
15-07-2025
- Hospitality Net
Scandic has entered into a framework agreement with Pandox AB and Eiendomsspar AS with the intention to acquire the hotel operations of Dalata Hotel Group Plc
Scandic Hotels Group AB (publ) ('Scandic') has entered into a framework agreement with a consortium consisting of Pandox AB and Eiendomsspar AS (the 'Consortium') with the intention to acquire the hotel operations of Dalata Hotel Group Plc ('Dalata') from the Consortium (the 'Transaction'). Proceeding with the Transaction is conditional upon completion of the Consortium's takeover of Dalata, which was announced today, a separation of Dalata's real estate and operating businesses and necessary regulatory approvals. Upon completion of the Transaction, Scandic will add 56 new hotels to its portfolio with around 12,000 additional rooms and a further pipeline of approximately 1,900, mainly across Ireland and the UK. For the financial year ended 31 December 2024, Dalata reported revenue of EUR 652.2 million; operating profit of EUR 158.5 million; and basic earnings per share of EUR 35.5 cent. The Transaction The key terms of the Transaction are as follows: In connection with the Consortium's cash takeover offer for the entire share capital of Dalata (the 'Dalata Acquisition'), Scandic has entered into a framework agreement with the Consortium with the intention to acquire the hotel operations of Dalata, subject to and conditional upon completion of the Consortium's public takeover offer, the separation of Dalata's real estate and operating business and necessary regulatory approvals. The Dalata Acquisition has been recommended unanimously by the Board of Dalata. Dalata owns and operates hotels primarily in Ireland, where it holds a leading market position, and in the UK. Under the terms of the Transaction, Scandic would take over the operations of 56 hotels (the 'Operating Business'). Of those hotels, 53 would be acquired on a leasehold basis and three would be managed. Scandic would be subject to new lease agreements with the Consortium for 31 of the hotels, with the remainder continuing to operate under existing third-party agreements. The Consortium would maintain ownership of Dalata's freehold and long leasehold property portfolio. Subject to completion of the Dalata Acquisition, the Transaction is expected to take place towards the end of 2026. Under the terms of the Transaction, Scandic would manage Dalata's hotel portfolio pursuant to the terms of a management agreement in the interim period between completion of the Dalata Acquisition and completion of the Transaction (the 'Interim Period'). The management fee would be paid to Scandic quarterly and calculated on the revenue of the Operating Business during the Interim Period. In proceeding with the Transaction, Scandic would pay an anticipated price of EUR 500 million (on a cash and debt-free basis and subject to normal completion adjustments for cash, net debt and net working capital) for the Operating Business, subject to adjustments as agreed upon in the framework agreement reflecting the outcome of the separation of the Operating Business. The consideration payable under the Transaction will be fully financed from available cash and debt facilities, committed by DNB and Nordea. Scandic's current financial targets and dividend policy remain unchanged. If the Transaction is completed, net debt to adjusted EBITDA is expected to temporarily exceed Scandic's financial target of 1.0x but not exceed 2.0x on a full-year basis. Scandic's previously announced intention to launch a new share buyback program of SEK 500 million will now not proceed. However, Scandic would like to emphasize that the Board continues to view share buybacks as a useful tool for optimizing capital allocation. Jens Mathiesen, Scandic President & CEO, comments: 'Scandic has a strong platform, making us well-positioned to deliver on our 2030 strategy. At the same time, we are always open to new business opportunities that can create more value for our stakeholders. Dalata is a high-performing operator with strong brands and leading or established positions in attractive markets. The company primarily operates in the mid-market segment and shares a similar business model with Scandic. Overall, Dalata is a good fit for us. We see this as an opportunity to add a growth platform in new and attractive markets at an attractive valuation. Scandic's strong financial position enables us to pursue this opportunity with balanced leverage. At the same time, we will continue to deliver on our existing strategy that we presented on the capital markets day.' Background and rationale for the Transaction The Transaction represents a value creating opportunity to add a growth platform in new and attractive markets. Dalata has a proven track record and is a strong fit for Scandic Dalata is the market leader in Ireland and has an established presence in the UK, operating primarily in the mid-market segment under its well-known brands, Clayton and Maldron. In combination with a large part of its portfolio comprising of lease agreements, Dalata shares similar characteristics with Scandic, making it a strong complementary is well-managed with a strong track record, having delivered average revenue growth of 9 percent between 2019 and 2024, along with good profitability. In addition, Dalata has consistently reported high average room rates (ARR), occupancy, and revenue per available room (RevPAR) levels, which are expected to enhance Scandic's performance. The hotel portfolio is well-invested, implying limited future capex needs, aligned with Scandic's maintenance capex level. Dalata is the market leader in Ireland and has an established presence in the UK, operating primarily in the mid-market segment under its well-known brands, Clayton and Maldron. In combination with a large part of its portfolio comprising of lease agreements, Dalata shares similar characteristics with Scandic, making it a strong complementary is well-managed with a strong track record, having delivered average revenue growth of 9 percent between 2019 and 2024, along with good profitability. In addition, Dalata has consistently reported high average room rates (ARR), occupancy, and revenue per available room (RevPAR) levels, which are expected to enhance Scandic's performance. The hotel portfolio is well-invested, implying limited future capex needs, aligned with Scandic's maintenance capex level. Attractive market fundamentals in Ireland and the UK Ireland and the UK, including major cities Dublin and London, offer compelling market characteristics, including high ARR, strong occupancy levels, and good RevPAR performance that exceeds levels in the Nordics. Ireland and the UK, including major cities Dublin and London, offer compelling market characteristics, including high ARR, strong occupancy levels, and good RevPAR performance that exceeds levels in the Nordics. Value creating capital allocation The Transaction is expected to be EPS accretive from completion. The cash purchase price reflects an expected EV/Adjusted EBITDA multiple at a discount to Scandic's current valuation. While net debt to adjusted EBITDA is expected to temporarily exceed the financial target following completion, it is not expected to exceed 2.0x on a full-year basis. About Scandic Hotels Group Scandic is the largest hotel company in the Nordic countries with a network of about 280 hotels and 58,000 hotel rooms in operation and under development at more than 130 destinations. The company is leading the way in integrating sustainability in all areas and its award-winning Design for All concept ensures that Scandic hotels are accessible to everyone. Well loved by guests and employees, the Scandic Friends loyalty program is the largest in the Nordic hotel industry and Scandic is one of the most attractive employers in the region. Scandic is listed on Nasdaq Stockholm.
