RBH Hospitality
A management company whose properties share almost nothing — different guests, different revenue streams, different competitive positions.
The context
We run Google Ads for four RBH properties: The Principal York, Met Hotel Leeds, Bridgewood Manor and Wooten House. Between them they sell accommodation, spa, weddings, meetings, conferences and food and beverage.
What was disconnected
A portfolio account tends to get a portfolio strategy, and a portfolio strategy sells nothing well. A spa day, a conference booking and a wedding are three different purchases with three different consideration windows, and treating them as one funnel means budget flows to whichever converts fastest rather than whichever is worth the most.
What we changed
Bespoke campaign strategies per revenue stream, per property. Each one built around who actually buys it and how long they take to decide, rather than around a single account-level efficiency target.
As confidence in the results grew, RBH expanded the remit to top-funnel discovery campaigns — brand-building activity balanced against the conversion work rather than competing with it.
Which disciplines were involved
Growth, working directly with the marketing team at RBH and the individual property teams.
What improved
Increased bookings and stronger brand visibility across the portfolio, with each hotel’s distinct needs served rather than averaged.
What the work taught
Efficiency at account level can hide underperformance at every level below it. The unit of optimisation should be the thing being sold, not the account that happens to sell it.
