How can hotels attract guests after the busy Christmas season?
As the new year unfolds, hoteliers face the dual challenges of reduced consumer spending and typically lower demand for leisure and corporate travel

After the holiday season rush, many hoteliers face a quieter January and February. With guests recovering from their post-Christmas spending, combined with the unpredictable weather and a general dip in travel activity, hoteliers need to adapt quickly.
To maintain momentum, hotels must focus on strategic marketing, dynamic pricing, and a tailored guest experience. Hotel Owner spoke to six experts from across the hospitality industry for their insights on how to keep hotels’ occupancy levels up in the quieter months.
As the new year unfolds, hoteliers face the dual challenges of reduced consumer spending and typically lower demand for leisure and corporate travel.
“Softer demand post-Christmas period is notoriously difficult for hotels, primarily due to reduced consumer spending after the holidays and the tendency for many to avoid travel in favour of staying home during colder months,” said Ruth Whitehead, COO at eviivo, a property management system (PMS) and booking engine designed for small to medium-sized hotels, guesthouses, and bed and breakfasts. “There’s also heightened competition with other hospitality businesses offering deeper discounts to attract bookings.”
The first step in preparing for this period, according to Whitehead, is to switch to a proactive mindset. “This means first reviewing revenue and occupancy data to identify opportunities, such as adjusting rates for underperforming room types or upselling upgrades, then adjusting pricing to attract different demographics.”
When demand dips, the temptation to slash rates can be strong, but strategic discounting is vital to protect revenue. Michael McCartan, VP of EMEA at IDeaS Revenue Solutions, suggests that deep discounting should be avoided where possible. “Many hoteliers may choose to engage in deep discounting or broadly targeted promotional strategies to get heads in beds. While this may be better than the alternative of no business, this approach can put a serious dent in overall profitability,” he explained.
At this time of year, pricing flexibility is key. Zen Valli, chief revenue officer at RMS Cloud, added: “Hoteliers should begin by looking at their budgets and forecasts – it sounds obvious but if things are slower, make sure costs are managed accordingly. The beginning of the year is the perfect time to roll out staycation deals or wellness packages – think spa days, yoga weekends, or even romantic getaways with Valentine’s Day just around the corner.”
Hotels that can pivot their pricing strategies based on real-time demand are best positioned to weather the storm. McCartan stressed: “Pricing strategy is a critical component for revenue success during this period. Staying nimble with daily dynamic price adjustments at the market segment level is the bread and butter of a successful post-holiday period as it allows hotels to make the most out of the demand they have in these tougher market conditions.”
Local clientele also becomes more important than ever during quieter months. As Whitehead notes, local businesses play a pivotal role in filling the void during low seasons. She said: “Remember that local businesses can be a lifesaver during the quieter months. Hotels can host local events, partner with local businesses for exclusive deals, or promote staycations with bundled offers to attract nearby residents.”
Local events, such as wine tastings or wellness weekends, can indeed attract residents and ensure a steady stream of foot traffic. Julie White, CCO at Accor, explained: “It’s important that hotels are as appealing to the commuter grabbing a coffee, workers looking for an informal setting for a meeting, or locals seeking a cosy place for dinner or drinks.
“Engaging with local and regional businesses can also bring in good local revenue – curating packages for small meetings and events to enable leaders to do effective offsite meetings in a cosy space is a welcome change for many teams.”
In fact, creating experiences tailored to locals can also drive repeat business. As Antonia Bernhardt, head of sales at hotel operations and guest experience platform Like Magic, suggested: “[In the post-Christmas period] Guests also tend to be more price-sensitive following the pricey holiday season, so the focus shifts to budget-conscious trips or short staycations. The challenge for hoteliers, then, is balancing operational costs while keeping the property appealing.”
Luckily, the rise of remote working has opened up new opportunities for hotels to capture demand during traditionally slow periods. Appealing to remote workers with attractive long-stay offers or weekday discounts can help fill rooms that might otherwise remain empty, suggested Whitehead. These packages, which blend work and leisure, can be further complemented by wellness activities or local experiences.
Overall, hotels that provide a distinctive, personalised experience will have a competitive advantage. Valli predicted: “Wellness travel is set to take the spotlight this year, with experiences like yoga retreats, spa getaways, and digital detox weekends attracting guests eager to recharge and reset. ‘Bleisure’ travel – blending business and leisure – will also continue to grow, so offering packages with fast Wi-Fi, comfortable workspaces, and perks for extending stays will grab guests’ attention.”
Incorporating automation into marketing and operations is also crucial for hotels. As Bernhardt noted: “To prepare for the quieter months, hotels should review previous years’ occupancy data so they can predict upcoming staffing requirements and adjust them accordingly – without compromising service quality.
“By embracing automation technology hoteliers can better streamline their operations, helping keep teams lean while maintaining high standards.”
A key aspect of this is offering value-added services that complement the core stay. McCartan suggested that “ancillary revenue streams” like spa treatments or local dining packages, can be significant during the slower months. Offering these packages to both local and out-of-town guests can increase overall revenue without sacrificing room rates.
In today’s digital age, maintaining visibility through digital platforms and social media is crucial. Steve Collins, VP of digital marketing at hotel technology specialist SHR, highlighted the importance of remarketing to past guests. “Identifying the part of your audience that has a shorter booking window means you can prioritise reaching them with additional marketing spend.,” Collins said. “Look at what channels they use and then work out how you can promote yourself to appeal to this shorter lead business.”
Engaging content, such as highlighting wellness offerings, can resonate with potential guests. Collins advised: “ If you have an amazing spa, make sure your messaging reflects the indoor elements. The marketing messages must reflect the experience the guest is looking for and the relevant experience you can offer so, for example, you won’t want to push images of your outdoor infinity pool or hot tubs when it’s freezing outside.”
Finally, boosting guest loyalty during the quieter months is an effective strategy for future bookings. “Promoting your loyalty programme with double points or exclusive perks for January bookings can attract new members in the low season and incentivise repeat visits while building stronger customer relationships,” said White. “At Accor, we have seen how combining creativity, loyalty incentives, and tailored marketing can make January a success rather than a challenge.”