Exclusive Feature: Giuliana Basso is the CEO of Europa Group SpA, a company with over 50 years of experience in the hospitality and tourism sector in northeastern Italy.

Under her leadership, the Group directly manages numerous hotels in Bibione and Lignano Sabbiadoro, totaling 17,000 rooms, and is supported by a team of over 200 professionals dedicated to providing high-quality services to guests and investors.

Question: From an administrative point of view, what are the differences between the marketing strategies of a seasonal hotel and a year-round hotel?

Answer: The main difference depends on location. Seasonal hotels, typical of seaside resorts, need to concentrate profits and cover costs in just a few months, whereas year-round hotels have a more uniform distribution. To extend profitability, seasonal structures try to lengthen the season, especially in September and October, by networking with the local area.

From a marketing perspective, dynamic pricing and creating local synergies to attract tourists outside the summer peak are increasingly important.

Question: For seasonal hotels, is the dependence on OTAs and other booking portals greater than for year-round hotels?

Answer: No, not necessarily. Year-round hotels located in art cities or business destinations tend to depend more on OTAs and tour operators, while seasonal family-oriented hotels have traditionally relied on fixed price lists and advance bookings. However, in recent years even the traditional clientele of seasonal hotels has shifted toward last-minute bookings via OTAs, attracted by flexibility such as free cancellations.

To adapt, seasonal hotels have started to use travel insurance or partner with OTAs to fill rooms at the last minute, integrating traditional channels like tour operators.

Question: What strategies does the hotel use to encourage direct bookings, given the growing trend of customers using OTAs?

Answer: The strategy is based on incentives for those who book directly, especially through early booking rather than last-minute offers. Loyal customers or those who bring new guests are rewarded with economic benefits, free upgrades, or additional local services.

Flexibility is also increased for the tourist, with the guarantee of modifying or postponing the reservation at no cost, even through vouchers usable in other properties within the group. This approach provides greater security and peace of mind, encouraging direct bookings over OTAs.

Question: In your experience, which strategy generates a greater return: upselling or cross-selling?

Answer: From the customer’s perspective, upselling is more immediate, as it guarantees direct satisfaction and a quick return on investment (e.g., a room upgrade). Cross-selling, on the other hand, has long-term value: it allows the customer to discover new experiences and extra services, fostering loyalty, helping to extend the season, and creating new market niches. In short, upselling works for immediate results, while cross-selling supports loyalty and future growth.

Question: How do you manage demand forecasting and dynamic pricing? Do you use a Revenue Management System (RMS), or do you rely on experience and historical data?

Answer: At the moment, we rely mainly on historical data and experience, analyzing past occupancy, revenues, and recent booking trends. We are in the process of implementing an RMS to make the system more precise and automated. Dynamic pricing derives from analyzing short-term demand, customer responses to marketing campaigns, vacation periods, and market trends. The system is still under development but aims to improve flexibility and the effectiveness of pricing strategies.

Question: How do you view the challenge of finding and training staff for seasonal hotels?

Answer: It’s a very challenging and often frustrating task. Since seasonal work lasts only a few months, it’s difficult to involve employees in long-term projects. While training is essential, the available staff often have limited experience, professionalism, or motivation—particularly in the food & beverage sector.

For more specialized roles, such as reception or front office, the main challenge is finding employees with language skills—especially German, which is vital for local tourism. In some cases, hotels adapt by using English or hiring staff with international experience.

By contrast, year-round hotels can create a stable work environment and retain staff more easily, a significant advantage that seasonal properties struggle to achieve.

Dariush Alagha is a freelance journalist and blogger specializing in the hotel industry. He has published over 100 notes, articles, and interviews in Iranian hotel and tourism magazines, all in Farsi. Since 2014, he has also been working hands-on in the Italian hospitality sector, bringing practical experience to his writing and insights.