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New York City will rebound quickly . However , how hotel managers dealt with their guests ’ issues during the worst of the crisis will be vey much top-of-mind when people decide where to book .”
As long-time colleague and friend Hans Bruland , vice president and general manager of The Hay- Adams in Washington , D . C ., says , “ Heiko thinks far off the beaten path . He has a unique gaze and know-how .” So , while COVID-19 was a lesson in crisis management for some operators , Kuenstle was assessing what permanent shifts this nightmare would create in customer priorities .
Clearly , all aspects of personal safety would be a key business driver . Kuenstle sees that speeding up the recovery curve for small 5-stars with intimately scaled , easily monitored spaces — such as the 74-key Lowell . It ’ s also likely to favor high-end hotels out of the central business district like this Leading Hotels of the World member nestled into a posh residential neighborhood near Fifth Avenue and Central Park . Don ’ t be surprised if subtle assurances about unflinching housekeeping standards and hygiene filter into some luxury properties ’ near-term marketing messages as well and in homepage pop-ups like The Lowell ’ s detailing health and safety practices .
By extension , the concern for safety and security will ripple into guest demand for more high touch than high tech . “ Luxury hotels will become more centered on human interaction and nurturing personal relationships ,” he says .
Kuenstle spends about half his time in the front of the house to make sure guests feel welcome and heard . But he doesn ’ t take the approach that the guest is always right .
“ You can ’ t follow every whim because budgets won ’ t support that ,” he says . Take technology : “ We have to look carefully at whether an item of new technology is really important to the guest , whether it has longevity , whether it creates a smoother experience .” Installing a smart TV might be a priority , but a smart room may not , he says .
INVEST IN FUNDAMENTALS In a post-COVID-19 economy , zeroing in on what matters will impact the look and service style of rate leaders such The Lowell .
“ When we were discussing improvements for the rooms and suites , we realized that , at the end of the day , guests weren ’ t looking for a dramatic change . Nor were we willing to give up the soul of the hotel to a demographic that wanted a drastically different aesthetic ,” says Kuenstle . His forecast is for more investment in fundamentals — top-ofthe-line mattresses and bedding , lightning-fast
The Lowell Penthouse
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