Case Study — Hospitality · 8-Year Engagement
Bahia Hotel & Beach House
Eight years of brand strategy for an independent hotel group competing against the biggest names in travel.
Cabo San Lucas, MX · Fractional Director, Brand Strategy & Partnerships
~70%
Lift in direct booking revenue, sustaining 50%+
~2×
Average daily rate over the engagement
5–8×
Return on paid media spend
50+
Creator and influencer partnerships
01 — The Challenge
Independent hotels lose twice.
They pay 15 to 25 percent commission on every OTA booking, and they compete against those same OTAs for their own brand name in search. When we started, Bahia's digital presence was thin, its social channels were small, and the majority of revenue flowed through third parties that owned the guest relationship.
The goal was never just growth. It was ownership: of the audience, the booking, and the guest data.
02 — The Work
One embedded growth engagement, three brands.
What began as social and content strategy became a full embedded growth engagement across the hotel, Bar Esquina, and SUR Beach House. Each brand carries its own audience, voice, and trajectory, unified under one architecture.
Brand Strategy
Positioning Bahia as the boutique alternative in a resort-heavy market, then building the creative direction, photography, and content systems to carry that positioning across all three brands.
Direct Booking
Book Direct campaigns across paid social, search, and email, backed by rate strategy and booking engine optimization.
Paid Media
Google and Meta managed in-house, from branded search defense against OTAs to cold prospecting in key US markets.
Infrastructure
Full measurement stack built and maintained: GA4, Google Tag Manager, and Meta Conversions API running server-side. Clean attribution the hotel owns outright.
Partnerships
Creator, travel trade, and platform partnerships across all three brands, including DAOU Vineyards, Frankie's Bikinis, Nosotros Tequila, and Everything But Water.
F&B as Brands
SUR grew into the portfolio's largest social presence, and Bar Esquina built a following as a destination in its own right, both feeding demand back to the property.
03 — The Brand in Frame
04 — The Results
Ownership, measured.
Direct booking revenue lifted up to 70 percent and sustains above 50 percent on average. Average daily rate has approximately doubled over the engagement. Paid media returns 5 to 8x on spend, with documented campaigns returning $30K on $1K.
On its own brand terms, Bahia now goes head to head with the OTAs, reaching impression share parity with Expedia for the first time in the property's history. Across the portfolio, the hotel, SUR Beach House, and Bar Esquina have each grown dedicated audiences, with 50+ creator and influencer partnerships activated along the way.
Eight years in, this is not a vendor relationship. It is an embedded seat at the table: weekly reporting to leadership, rate and revenue strategy input, and a growth infrastructure the hotel owns outright. That is the model Remote CNTRL runs on.
