1993
LOGY
Contributed by NIKI LEONDAKIS , CEO , COMMUNE HOTELS , SAN FRANCISCO nology can enable emotional connectivity . The future of hospitality lies in that answer .
How can we connect deeply with guests and engage their human spirit well beyond simply offering lifestyle amenities and high-end design ? Just look to Airbnb , an undisputed game-changer in our industry ,
for what resonates with travelers . Staying in someone ’ s home provides a truly authentic point of view . It ’ s not contrived – it ’ s real . People crave that connectivity , and we need to provide it .
Reaching the guest in a meaningful way is at the heart of the escalating demand for personalization . This means that hotels today , and tomorrow , need to be incredibly flexible to fulfill guests ’ desires . To personalize the guest experience to this degree partnerships are essential , as hotels cannot offer all of the services needed for guests . At a time when on-demand services are proliferating , we need to incorporate the sharing economy into how we operate and embrace innovation . Do guests really want to ask the valet to hail a cab when they can Uber it ? Do they want to order off the same room service menu again when it ’ s just as easy – and probably what you ’ d do at home – to order dinner on the Seamless app or via a delivery service like Postmates ? Conveniences like these have changed what our guests expect from service , and we can ’ t afford to get dusted .
The radically changing notion of service coupled with an increasingly diverse guest is driving the desire for more and more customized services . That ’ s what inspired Commune to partner with a
Instead of focusing on the race for innovation , we should be asking how technology can enable emotional connectivity . The future of hospitality lies in unlocking that answer .
— NIKI LEONDAKIS multichannel mobile communication service that gives guests a direct connection with its hotels by way of text or email . This is just one new way it is able to be more responsive to guests and makes them want to dig even deeper . How do hoteliers anticipate guests ’ needs and learn about what they love and are looking for so that they can provide better options ?
’ TIS BETTER TO MANAGE
In July 1993 , after multiple legal battles , Marriott Corp . split into separate managing and owning companies . Marriott International would manage and Host Marriott Corp . would take ownership of some 139 debt-laden hotels . The bottom line : Bill Marriott realized he ’ d rather manage than own assets .
This historic move marked the first of a long line of hotel companies separating “ bricks from brains ” to garner better valuations from Wall Street .
What led to the breakup ? Marriott stock soared in the 1980s , but plunging real estate values , a recession , a credit crunch and cuts in business travel left the company with some US $ 3.5 billion in debt by the early 1990s .
The asset-light strategy spawned the growth of the asset managers as owners wanted to make sure their best interests are kept front and center .
September 2016 hotelsmag . com 21