Hotel PR and press office: frequently asked questions
How much does a press office service for a hotel cost? How long does it take to see results? What is the difference between PR, marketing and social media management?
This page answers the questions most frequently asked by independent hotels, boutique hotels and hospitality projects considering a PR and media relations strategy. The answers clearly explain what the work includes, which results can realistically be expected and how to choose the right professional for the project.
What does a hotel PR and press office service include?
A hotel PR and press office service includes defining the project’s editorial positioning, identifying its most newsworthy stories and managing relationships with journalists and editorial teams.
The work may include:
• analysis of the project, its positioning and the media landscape;
• definition of the PR strategy and work plan;
• identification of newsworthy stories and editorial angles;
• preparation of press releases, press kits and media materials;
• creation of targeted media lists;
• personalised pitches and follow-ups with journalists;
• management of interviews, press enquiries and press trips;
• media monitoring and reporting.
This work is not the same as day-to-day social media management or paid advertising. The purpose of PR is to earn editorial attention through relevant, credible stories tailored to the publications and journalists involved.
How much does a hotel PR and press office service cost?
An ongoing hotel PR and press office service generally starts from approximately €1,600 per month. Press & Pillow currently operates under Italy’s flat-rate tax regime, known as the “regime forfettario”; VAT is therefore not added to the stated fee.
The actual investment depends on the type of project, its objectives, the duration of the assignment, the markets involved and the amount of work required.
For a new opening, repositioning, event or specific campaign, the fee may instead be calculated on a project basis according to the duration and complexity of the work.
A clear proposal should specify:
• the strategy and activities included;
• the duration of the assignment;
• the markets and types of media involved;
• the press materials to be prepared;
• monitoring and reporting methods;
• any external costs, including travel, material production or press trip organisation.
Press & Pillow does not offer standard packages. After an introductory call, I prepare a bespoke proposal setting out the activities, timeline and fee. The starting figure is therefore a realistic reference, not a universal price applicable to every project.
What is the difference between PR, press office, marketing, advertising and social media?
PR, press office, marketing, advertising and social media management are different activities, although they can all contribute to a hotel’s visibility.
PR defines the project’s positioning, builds relationships with relevant media and stakeholders, and turns the hotel’s identity, news and experiences into editorial opportunities.
The press office is an operational part of PR. It includes activities such as preparing press materials, selecting the most relevant journalists, sending personalised pitches, following up, managing press enquiries and monitoring coverage.
Marketing is a broader discipline focused on promoting and selling a product. It may include audience analysis, distribution, pricing, commercial campaigns and customer acquisition.
Advertising consists of purchasing paid media space, online or offline. The message, format and duration of the campaign are agreed with the platform or publication carrying it.
Social media management concerns the day-to-day planning, publication and moderation of content across the brand’s channels.
PR focuses primarily on reputation and earned editorial visibility generated through the independent interest of journalists and editorial teams. Press & Pillow specialises in PR strategy, press office, media relations and content creation, but does not provide day-to-day social media management or advertising campaign services.
How long does it take to see results from hotel PR?
PR timelines depend on the strength of the news, the hotel’s positioning, the quality of the materials, the time of year and each publication’s editorial schedule.
A particularly relevant story, such as a new opening or an original hospitality concept, may generate interest within the first few weeks. However, building a recognisable positioning and lasting relationships with the media realistically requires at least three to six months of work.
Digital publications may publish relatively quickly, while print magazines, supplements and periodicals often plan their content several months in advance. An effective campaign therefore cannot be limited to sending one press release. It requires continuity, follow-ups, adaptation of editorial angles and the identification of new opportunities over time.
Results should not be assessed only by counting the number of articles published. It is also important to consider the quality and relevance of the publications, the consistency of the coverage with the desired positioning, the markets reached and the ability of the articles to strengthen the project’s reputation, authority and visibility.
Can PR guarantee coverage in specific publications?
No. A serious PR professional cannot guarantee coverage in specific publications, because the final decision always rests with journalists and editorial teams.
What can be guaranteed is the work required to increase the likelihood of earning relevant editorial coverage:
• defining a clear positioning;
• identifying newsworthy stories and editorial angles;
• preparing complete press materials;
• selecting the most relevant journalists;
• developing personalised pitches;
• carrying out professional follow-ups;
• responding promptly to press enquiries;
• monitoring results and adapting the strategy.
Caution is advisable when someone promises guaranteed articles without making it clear that the coverage is sponsored or paid for. Editorial coverage earned through the independent interest of a publication is different from an advertorial or paid media placement.
Press & Pillow does not sell media coverage or promise outcomes beyond its control. It guarantees method, continuity, transparency and the delivery of the agreed activities.
How is the ROI of hotel PR measured?
The ROI of hotel PR should not be measured only by counting published articles or assigning each piece of coverage an equivalent advertising value.
A more meaningful assessment considers several indicators together:
• the quantity and quality of the coverage obtained;
• the authority and relevance of the publications;
• the consistency of the articles with the desired positioning;
• the geographic markets and audiences reached;
• the visibility of the hotel’s key strategic messages;
• qualified traffic to the website;
• enquiries, bookings or contacts attributable to the coverage;
• growth in branded searches;
• opportunities generated with journalists, partners and other stakeholders;
• the reuse of press coverage across commercial and institutional channels.
Not every effect of PR can be translated immediately into bookings. Coverage in an authoritative publication can strengthen reputation, trust and brand recognition, supporting sales, pricing and the hotel’s ability to stand out from competitors over time.
It is therefore important to define objectives and relevant performance indicators before the campaign begins. Press & Pillow monitors media coverage and evaluates results according to the quality of the publications, the markets reached and the objectives agreed with the client.
When should PR activities begin for a hotel opening?
PR activities should ideally begin several months before a hotel opens, rather than when the property is already ready to welcome guests.
An early start makes it possible to:
• define the hotel’s positioning and key messages;
• identify the most relevant editorial stories;
• prepare press releases, press kits and visual materials;
• introduce the project to selected journalists in advance;
• coordinate announcements with construction, booking and opening timelines;
• approach publications with longer editorial lead times;
• plan interviews, previews, press visits and opening-related opportunities.
For a new opening, starting approximately four to six months in advance generally provides enough time to build a structured campaign. More complex or internationally oriented projects may require an even longer preparation period.
When PR begins only a few weeks before the opening, opportunities become more limited, particularly for print publications and international media that plan their content well in advance.
The hotel does not need to be fully completed before communication work begins. However, the opening date, concept, positioning and essential information should be sufficiently clear and reliable to avoid sharing details that may later change.
Is PR useful for a small independent hotel?
Yes. PR can be particularly valuable for a small independent hotel when the property has a distinctive identity, a clear point of view or a story that can genuinely interest journalists.
Editorial potential does not depend only on the number of rooms, the size of the company or the available advertising budget. A boutique hotel may attract media attention through elements such as:
• an original hospitality concept;
• a significant architectural or restoration project;
• a strong connection with the destination;
• an unusual cultural, design, food or wellness experience;
• a compelling founder or family story;
• a credible commitment to sustainability;
• a new opening or repositioning;
• access to a lesser-known place or way of travelling.
For an independent hotel, earned media coverage can help build authority and visibility that would otherwise be difficult to achieve through owned channels alone.
However, PR is not suitable for every property. The hotel must have a recognisable identity, reliable information, high-quality visual materials and experiences that match the story being presented to the media.
Press & Pillow evaluates the project’s editorial potential before proposing a collaboration, so that the strategy is based on genuine opportunities rather than generic communication.
Can PR increase hotel bookings?
PR can contribute to increasing hotel bookings, but it should not be treated as a direct-response sales channel or as a guarantee of immediate revenue.
Editorial coverage can influence bookings by:
• introducing the hotel to new and relevant audiences;
• increasing brand awareness and branded searches;
• strengthening the property’s reputation and credibility;
• generating qualified traffic to the hotel’s website;
• supporting travellers during the consideration and decision-making process;
• creating authoritative content that can be reused across the hotel’s commercial channels;
• differentiating the property from its competitors.
The commercial impact of PR also depends on factors outside the press office’s control, including the quality of the hotel experience, pricing, availability, seasonality, distribution, website performance and the effectiveness of the booking process.
For this reason, the value of PR should be assessed not only through immediate reservations, but also through its contribution to reputation, visibility, trust and long-term demand.
PR works most effectively when it is integrated with a coherent commercial and marketing strategy, while remaining a distinct activity focused on earned editorial visibility and media relationships.
Why is a single press release not enough?
A single press release is rarely enough to build meaningful and lasting media visibility for a hotel.
A press release is only one of the tools used within a broader PR strategy. Even when the story is relevant, journalists receive a large number of proposals every day and may not be able to cover it immediately. Publications also have different editorial calendars, audiences and areas of interest.
An effective press office therefore requires:
• identifying different editorial angles within the same project;
• adapting each pitch to the journalist and publication;
• carrying out professional and carefully timed follow-ups;
• responding to seasonal trends and current editorial interests;
• developing new stories as the hotel evolves;
• maintaining relationships with journalists over time;
• creating opportunities through interviews, press visits and press trips;
• monitoring responses and adjusting the strategy accordingly.
The same hotel may be relevant to travel, design, architecture, food, wellness, culture or business publications for entirely different reasons. Sending the same press release indiscriminately to every contact would overlook these differences and reduce its effectiveness.
PR is therefore an ongoing process of positioning, relationship-building and story development, rather than the isolated distribution of a single document.
Is a one-off PR project or an ongoing collaboration more effective?
The most appropriate format depends on the hotel’s objectives, the nature of the project and the results it aims to achieve.
A one-off assignment may be suitable for a clearly defined activity, such as:
• a specific event;
• the launch of a new experience;
• an anniversary or special initiative;
• the preparation of press materials;
• a targeted announcement;
• a short campaign linked to a precise moment.
However, an ongoing collaboration is generally more effective when the objective is to build a recognisable positioning, develop lasting relationships with journalists and generate consistent editorial visibility over time.
Continuity allows the PR strategy to evolve through different stories, seasons, markets and editorial opportunities. It also makes it possible to respond more effectively to media requests, identify new angles, maintain relationships and adapt the work according to the results obtained.
A single campaign may generate valuable coverage, but it rarely creates lasting awareness on its own. For most independent hotels, a collaboration of at least three to six months provides a more realistic timeframe for developing and implementing a structured PR strategy.
Press & Pillow evaluates each project individually and recommends the most appropriate duration according to the hotel’s objectives, editorial potential and available resources.
What materials are needed to start hotel PR activities?
The materials required depend on the project and the objectives of the campaign, but the starting point should always be clear, accurate and up-to-date information about the hotel.
Useful materials generally include:
• a detailed description of the hotel, its concept and positioning;
• the history of the property, its founders or the people behind the project;
• information about the rooms, services, experiences and distinctive features;
• details about the architecture, interior design, restoration or location;
• key messages and the stories the hotel wishes to communicate;
• opening dates, seasonal information and relevant upcoming developments;
• high-resolution professional photographs with captions, credits and clear usage rights;
• logos and brand identity materials;
• biographies and approved quotations from relevant spokespeople;
• website, booking and contact information;
• any previous press coverage or communication materials.
The hotel does not necessarily need to have a complete press kit before the collaboration begins. One of the first stages of the work may consist of reviewing the available materials, identifying what is missing and preparing the press release, press kit and other documents required for media relations.
The quality of the information and visual assets is essential. Journalists need reliable facts, clear contacts and images that can be published without uncertainty about credits or usage permissions.
Who will personally manage the project?
Every Press & Pillow project is managed directly by me, Davide Bertolino, from the initial analysis through to strategy, media relations, follow-ups and reporting.
The work is not delegated to junior account executives or handled through multiple layers of agency management. The hotel therefore has a single senior point of contact who knows the project in detail and remains directly involved throughout the collaboration.
This approach allows me to:
• develop a strategy based on a thorough understanding of the hotel;
• maintain consistency between positioning, messages and media outreach;
• build direct relationships with journalists on behalf of the client;
• respond quickly to opportunities and press enquiries;
• adapt the work according to feedback and results;
• keep communication with the hotel clear and efficient.
When a project requires additional specialist support, such as photography, graphic design, translation or video production, this is discussed with the client in advance. Any external professional involved is selected according to the specific needs of the project, while I remain responsible for the overall PR strategy and coordination.
How should a boutique hotel choose a PR professional?
A boutique hotel should choose a PR professional based not only on the size of their contact list, but on their ability to understand the property, identify its genuine editorial potential and translate its identity into relevant stories.
Before appointing a consultant or agency, it is useful to assess:
• specific experience in hospitality, travel or related sectors;
• knowledge of the media markets the hotel wants to reach;
• the quality and relevance of previous results;
• the ability to develop a tailored strategy rather than apply a standard format;
• the clarity of the proposed activities, timeline and reporting process;
• who will personally manage the account;
• the quality of the questions asked during the initial conversation;
• transparency regarding fees, external costs and realistic outcomes;
• any potential conflicts with competing properties;
• the ability to understand the hotel’s positioning beyond its basic facilities and services.
A reliable PR professional should be able to explain why the hotel may interest the media, which aspects require further development and which results are realistically achievable. They should not promise guaranteed coverage or present a generic media list as a complete strategy.
The right partner is someone who understands both the editorial perspective of journalists and the commercial and reputational objectives of the hotel, while protecting the property’s identity and long-term positioning.
Is a large PR agency or an independent senior consultant the better choice?
The right choice depends on the hotel’s needs, internal structure, budget and preferred way of working. Neither option is automatically better in every situation.
A large PR agency may be suitable for complex projects involving multiple countries, large teams, several areas of communication or a high volume of coordinated activities. It can provide a broad organisational structure and access to different in-house specialists.
An independent senior consultant may be more appropriate for an independent hotel seeking:
• direct access to the professional responsible for the strategy;
• a highly personalised approach;
• faster and more flexible decision-making;
• continuity throughout the entire project;
• detailed knowledge of the property and its positioning;
• fewer layers between the hotel and the person managing media relations;
• a clearly defined scope of work.
The key question is not simply the size of the provider, but who will actually work on the account, how much senior attention the project will receive and whether the proposed approach reflects the hotel’s specific objectives.
With Press & Pillow, every project is managed directly by Davide Bertolino. The hotel therefore works with the same senior professional throughout the analysis, strategy, preparation of press materials, media outreach, follow-ups and reporting.
Can a hotel outside Italy work with Press & Pillow for PR in the Italian market?
Yes. Press & Pillow works with hotels and hospitality projects based outside Italy that want to increase their visibility and strengthen their positioning within the Italian media market.
The activity can include:
• analysis of the hotel’s relevance to Italian travellers and publications;
• identification of the most suitable editorial angles for the Italian market;
• adaptation or preparation of press materials in Italian;
• selection of relevant travel, lifestyle, design, food, culture and business media;
• personalised outreach and follow-ups with Italian journalists;
• management of interviews, media enquiries and press visits;
• coordination of press trips aimed at selected Italian media;
• monitoring and reporting of the coverage obtained.
The strategy is not based on simply translating an international press release. Stories, messages and proposals are adapted to the interests, timing and editorial habits of the Italian media.
Press & Pillow can work directly with the hotel or coordinate with its internal marketing team, international PR agency or representatives in other markets. The scope of work is defined clearly in advance to avoid duplication and ensure that responsibilities remain transparent.
This service is particularly suitable for independent hotels and distinctive hospitality projects seeking specialised knowledge of the Italian media landscape without appointing a large international agency.
What is a press trip and when is it useful for a hotel?
A press trip is an organised stay that allows selected journalists, editors or media professionals to experience a hotel and its destination first-hand.
It may include accommodation, activities, meetings with the people behind the project and experiences connected with the property’s positioning. The purpose is to give the media direct access to the hotel, its story and the elements that make it editorially relevant.
A press trip can be particularly useful when:
• the experience cannot be understood fully through a press release or photographs alone;
• the hotel has recently opened or completed a significant repositioning;
• the destination is an important part of the story;
• the property offers distinctive cultural, architectural, gastronomic or wellness experiences;
• the campaign aims to generate in-depth features rather than short news items;
• selected journalists have already shown genuine interest in the project.
An effective press trip requires clear objectives, careful journalist selection, a coherent programme, accurate logistics and professional follow-up. Inviting a large number of people without considering their publications, interests or audiences rarely produces meaningful results.
Hosting a journalist does not guarantee coverage. Editorial decisions remain independent and depend on the relevance of the experience, the publication’s schedule and the journalist’s assessment.
Press & Pillow can identify suitable media, manage invitations, coordinate the editorial programme and support the hotel before, during and after the visit. Travel, accommodation, activities and other organisational expenses are agreed separately with the client.
Can PR and media coverage support SEO and visibility in AI-powered search?
Yes. PR and editorial coverage can support a hotel’s online authority, search visibility and presence within AI-powered search systems, although they do not guarantee rankings or citations.
Relevant media coverage may contribute by:
• increasing the number of authoritative online mentions of the hotel;
• generating backlinks when publications include a link to the official website;
• strengthening brand recognition and branded searches;
• associating the hotel with specific destinations, experiences and areas of expertise;
• creating reliable third-party sources that search engines and AI systems may use to understand the project;
• expanding the hotel’s digital footprint beyond its own website and social media channels.
The impact depends on the authority of the publication, the relevance of the article, the accuracy and consistency of the information, whether a link is included and how accessible the content is to search engines.
PR should not be considered a substitute for technical SEO, website optimisation or a structured content strategy. Its contribution is primarily reputational and editorial: it helps build credible third-party signals around the hotel.
For this reason, the strongest results are achieved when PR, SEO, website content and brand communication work together while remaining distinct professional activities.
Does Press & Pillow work with competing hotels at the same time?
Press & Pillow carefully assesses potential conflicts of interest before accepting a new hotel or hospitality project.
Two properties are not automatically considered competitors simply because they operate in the same country or hospitality segment. The evaluation takes into account factors such as:
• their location and destination;
• their positioning and target audience;
• the experiences and services they offer;
• the media markets involved;
• the editorial stories being developed;
• the objectives and scope of each assignment.
I generally avoid working simultaneously with hotels that compete directly for the same positioning, audience and editorial opportunities, particularly when they are located in the same destination.
When a potential overlap exists, it is discussed transparently before the collaboration begins. No confidential information, strategies, media feedback or materials are ever shared between clients.
This selective approach protects each hotel’s identity, ensures that the strategy remains genuinely tailored and allows Press & Pillow to represent every project with clarity and credibility.
How many clients does Press & Pillow work with at the same time?
Press & Pillow works with a limited number of clients at the same time, so that every project receives direct senior attention, continuity and a genuinely tailored strategy.
I do not follow a fixed numerical rule, because the workload depends on the complexity, duration and scope of each assignment. Before accepting a new collaboration, I assess whether there is sufficient capacity to manage the project properly without reducing the quality of the work already underway.
Keeping the client portfolio deliberately selective allows me to:
• study each hotel and its positioning in depth;
• personally manage strategy, press materials and media relations;
• develop personalised pitches rather than use standardised outreach;
• respond promptly to journalists and editorial opportunities;
• maintain regular communication with the client;
• monitor results and adapt the strategy over time;
• avoid conflicts of interest between competing properties.
This approach is particularly important because every Press & Pillow assignment is managed directly by me, Davide Bertolino, rather than being delegated to junior team members.
A new project is accepted only when there is a strong strategic fit, credible editorial potential and enough time to provide the level of attention promised in the proposal.
Are you considering PR for your hotel?
Every project requires an individual assessment. During an introductory call, we will review your objectives, positioning, editorial potential and mutual fit, without standard presentations or any initial commitment.
If you represent an independent hotel, boutique hotel or hospitality project with a distinctive identity, we can explore the editorial opportunities available and determine which approach may be the most suitable.