Tharro benchmarks your Instagram and Facebook against the hotels you actually compete with — audience, engagement, cadence, share of voice — so every hour and euro you put into social is a decision, not a habit.
Someone at your hotel spends ten to fifteen hours a week on social — shooting, writing, posting, replying. And the only measurement most hotels apply is self-comparison: more followers than last month, more likes than the last post. By that ruler, everyone is winning.
The ruler that matters is the comp set. 1,000 likes means nothing until you know a competitor gets 3,000 with half the posts — or 300 with double. Growth means nothing until you know whether the whole market grew. Social without a benchmark isn't a channel; it's a diary.
Social is often a half-FTE hiding in plain sight. A benchmark answers the question no hotel asks out loud: is this effort winning attention in our market, or would those hours return more in the channels where we're losing ground? Either answer saves money — one by justifying the spend, the other by ending it.
Generic advice says post reels at 6pm. Your comp set's top posts say what your guests in your destination actually engage with. Copy what verifiably works locally; skip what doesn't.
A competitor's follower velocity tripling or cadence surging is what a campaign looks like from the outside — weeks before you feel it in pickup. Social is the most public leading indicator of competitor marketing you have.
"We're at 27.7% share of voice, second in the set, growing faster than the leader" is a sentence that survives an owners' meeting. "We got 400 likes" is not.
Social attention correlates with the thing it precedes: brand searches, direct traffic, and the broader digital footprint that review platforms and AI-era discovery feed on. That's exactly why Tharro treats social as one of the connected signals in your marketing intelligence — read next to demand, visibility and reputation, where a share-of-voice gain can be traced to what it's supposed to produce: travelers who come looking for you by name.
Hotel social media benchmarking is the practice of measuring a hotel's social performance — audience, engagement, posting frequency and share of voice — against its direct competitive set rather than against its own history. It converts social from a content activity into a market position: instead of "did we grow," it answers "did we gain."
There is no universal number — engagement rates vary by destination, audience size and property type, and any benchmark quoted without context is decoration. The useful standard is local: your engagement per post versus the four or five hotels a guest compares you with. Beating your comp set at 0.4% matters; trailing it at 2% is the real warning.
Often enough to hold share of voice in your market — which is an empirical question, not a rule of thumb. If your set posts daily and you post weekly, cadence is your gap; if the market leader posts three times a week and wins on quality, more volume won't save you. The data decides.
Instagram and Facebook — for your property and your full competitive set: audience, growth velocity, engagement, posting cadence, top posts and share of voice.
Your percentage of the total engagement generated by your competitive set. It's the cleanest single answer to "who owns attention in this market" — and it's zero-sum, which is what makes it strategic.
Yes — top-performing content across the set, so your content plan is built from what your own market rewards rather than industry-generic tips.
No, and it pairs with one. Scheduling tools manage your publishing. Tharro measures the market — how everyone's effort actually lands — which is the context that tells your scheduling tool what's worth scheduling.