HOW SMART INTERIOR DESIGN WILL IMPROVE YOUR HOTEL OPERATIONS Comments Off on HOW SMART INTERIOR DESIGN WILL IMPROVE YOUR HOTEL OPERATIONS 506

It is no secret that interior design is amidst the most central aspects of a hotel’s appeal. However, many hotel developers do not look enough beyond the aesthetic aspect of interior design, missing another facet that is just as important: functionality.

Smart, innovative interior design not only pleases the eye and makes for a great guest experience, it also improves your hotel operations efficiency, driving up the profitability in your bottom line.

In exemplary hotels, plenty of innovative design solutions can be found not only in the front of house but also in the back of house. You will encounter smart design in physical spaces and objects such as furniture, but also in staff’s equipment and in intangibles such as light fixtures. Hotel owners, developers and managers have the “power” to influence an infinite amount of details to improve hotel operations and, as a result, augment profitability. In the following lines, I will share with you three ways to embrace that power.

#1. Consider operational efficiency early on in your design process

Design functionality can be improved in many areas of a running operation. However, some crucial aspects of functional design must be considered early on during the planning phase.

Take the case of housekeeping: the less time a housekeeper requires to get a guest room spotless clean, the more efficient the whole department is going to be. Take a large hotel and the effect of scale multiplies. Thus, smart interior design should consider the ease of cleaning. Yet, especially in bathrooms, we still find wall finishes such as narrow stone slabs, that make it extremely hard and time consuming for housekeepers to clean. Also, hard water drying in the shower leaves a trace of white chalk on surfaces. The more porous the surface, the harder it is to clean. Smoother and rounder the surfaces would have made it easier for housekeeping to clean efficiently.

Another example with direct impact on the bottom line is textiles. Many hotels feature curtains, bed throws and cushions made of delicate fabrics that require dry cleaning and create soaring costs of washing. If you chose elegant yet washable fabrics, you can have them washed in house or externally at a fraction of the cost.

Once the room is built and furnished, there is little an efficient housekeeper can improve to save time. Once all the textiles are bought, it will be costly to have them all replaced. During the design and procurement phase however, developers have the opportunity to optimize everything from the choice of materials to the shape of built in and loose furnishings. Don’t miss that opportunity.

#2. Make staff satisfaction a primary goal in your design and procurement strategy

We all know: Happy employees will make your clients happy too. We also know: Working conditions in hospitality operations are strenuous by nature. That’s why it is important to invest into equipment that that makes your staff’s life easier. Even small design considerations can have a great impact and will show them that you care.

Take waiters for example: They walk miles every day, carrying a lot of weight throughout their shifts. By reducing the net weight of services trays, you immediately improve their working conditions significantly. Switch from a traditional silver tray to a slick carbon tray and literally take several kilos off their shoulders.

Another example: If you have a large outdoor space in a continental climate, make sure to plan in advance for storage space to store all the terrace cushions during the wet seasons. A terrace for 80 persons will easily require 10m3 of storage. If not planned for, the cushions will end up cramping already scarce back of the house areas.

A smart design of a restaurant and all of its equipment should first be designed for employees, and not only for guests. Naturally, this brings challenges with which most hotel developers are not familiar: How many service stations do you need vs. how many guest tables? Where do you position them to not be in the way but still be within efficient reach? How much cutlery should be stored?  Where do the dinner candles go during lunch time? Many design questions require the insight of an operational expert before operations are even running. Thus, hire an external expert to get important inputs already during your planning phase – or even to have your running operations analyzed.

#3. Improve your guests experience with design that goes beyond aesthetics

Undoubtedly, aesthetic interior design is imperative, but it is by no means everything that makes a great guest experience. There are many factors, that go beyond the eye. Take seating comfort for example: Not all beautiful chairs are equally comfortable. Before ordering a full set of chairs for your restaurant, test-sit the chair in combination with the table to ensure the right distance between the table top and the seating height. Also, choose a table top that is not only beautiful but also long lasting, ergonomic and with a good grip for the client.

Another example: Have you ever been in a restaurant and thought that something didn’t feel right but you couldn’t put a finger on it? Let me tell you: it’s the lighting. Good lighting is a science. Make sure to have a professional lighting designer, who works his magic – for both day and night scenes, if you have a restaurant that operates at lunch and at dinner time.

In summary:

Consider functionality from the beginning of your design process, think of your dear staff and try to provide a guest experience beyond aesthetics. The examples I shared with you are only a few and if you keep putting yourself into other stakeholders’ shoes, the amount of innovative solutions you can come up with are infinite. And if you don’t find the right product on the market, have it made. There are always people that are passionate about developing solutions for you – or finding them with you.

About the author

Claudia Greset-Reich is a hotel procurement expert and Managing Partner at Greset Reich Hospitality Consulting. Together with her husband and partner Yann Greset, they specialize in design and procurement solutions for hotels. Prior to founding Greset Reich Hospitality Consulting, Claudia and Yann have opened and worked on various projects of the Bürgenstock selection.

This article was first published in Hospitality Insights by EHL.

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HOW TO USE YOUR PERSONAL BRAND TO ALLEVIATE YOUR BUSINESS PROFILE Comments Off on HOW TO USE YOUR PERSONAL BRAND TO ALLEVIATE YOUR BUSINESS PROFILE 181

Whether we believe so or not it is in our DNA to sell both ourselves and any tangible product we can regain enough influence to promote, in the outcry for both attention and reiterated self-absorption, the tactical selling tools we use to advance our way into the hierarchy of society and manufacture relationships is the very tool we must interject into our career proposition. This leads to purposeful sales and trustworthy partnerships.

It dawned on me recently that the trajectory of my personal life lies effervescent in all notion of proprietary influence, from the recommendation of small purchases such as hula hoops, books and sun cream, to more permanent life changes with influence of recommended breakfasts, vitamins and health alleviating foods. Yet minor, these personal wins got me thinking about how to use the attributes of your vocal whims to succeed in business.

Firstly consistency, the closest people to you, family, friends, partners, may see you regularly enough to see whether you are upholding any kind conscience and impactful life plan, this could be turning vegan, cutting out alcohol or changing your sleeping pattern. Showing consistency is a sure-fire way to get you noticed for your strong will and desire for meaningful change, this goes hand in hand for any career and business endeavours, constantly being active, communicative and visible on a cross platform of social media will build your authority and express a clear narrative to your readership.

Secondly, stay within your remit, I don’t mean isolate yourself and pigeonhole your talents, I mean stay clear to your niche, a continuous stream of career changes and sector interest broadcasts a message of uncertainty and disorientation, ( I certainly speak from experience on this one ) trying to find your passion and enjoyment is one of life’s downfalls, but stick with a specific talent and explore the territory around it instead of moving on to the next.

From my personal experience I started out in fashion journalism and decided some years later I hated fashion, and decided to move into PR and marketing, however realising some months down the line, I loved journalism I was just located in the wrong sector, finally now finding my feet with specific concentration on the luxury market for female pioneers. 

Distinguish yourself from the sheep, it is harder now more than ever to create and imagine something that solves a problem and fills a void, with endless pop-ups of data driven ads and access to more content than we can ever consume, finding un explored territory is nigh on impossible.

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There are thousands of consultants, marketers and PR agencies vying for the same end client, but in the race for the chase ensure your voice differs from others, usually you will find, every imaginative topic or multi-million-dollar idea you dream up has already been traversed. Hence, identifying and honing in on a unique niche will get you noticed far more frequently than choosing a conventional topic. Once your passions and talents are in line, devise strategies, marketing and sales tools that will not only directly hit your end consumer but those of a wider audience, gaining industry recognition and viable sponsors will build a loyal audience, then you just need to deliver on discussing out of the box ideas and selling with credibility and authority.

If your pipeline is drying up and sales seem a thing of the past then look into changing up your tactics, direct sales door-to door, telephone and email stratagems are so 2018, building meaningful relationships that align with company values, generating industry credibility and showing consistent and out of the box ideas will keep your buyers and audiences desiring more.

For more luxury, consulting and business related articles, visit:https://www.thecblifestyle.com/ or contact me directly at thecblifestyle@gmail.com

POSSIBLE FUTURES FOR A POST PANDEMIC TRAVEL INDUSTRY, PART 2 Comments Off on POSSIBLE FUTURES FOR A POST PANDEMIC TRAVEL INDUSTRY, PART 2 264

The first part of this series outlined the background to the disastrous set of circumstances that the travel, tourism and hospitality industry finds itself in.

It also outlined the first of four scenarios: Travel swings back to normal in 2021.

We continue with the next theory…

Scenario 2:  The end of mass tourism as we know it

In this future, the economic recovery plays out in similar fashion to the scenario described before. However, the emotional and social impact this crisis has on humanity is too deep for people to get back to the old normal.

Months of lockdown and new patterns in social distancing, bio-surveillance and our digital consumption will change travel at its core. Spending more time at home, a higher focus on hygiene and health and shunning away from crowded places will be the new normal.

These attitudinal shifts will also be reflected in policy changes in our daily life, such as health and safety regulations, data privacy and border controls. All of these trends have huge consequences on the travel industry

Urban-based crowded tourism will decrease in favor of outdoor and natural environments and long-haul destinations will be perceived as high risk compared to closer-to-home locations.

Tourist destinations will experience different fates. Countries that have traditionally been net tourist flow senders (Northern Europe, U.S., Japan, etc.) will win, while countries that enjoyed positive inbound numbers (Southern Europe, Thailand, Mauritius, etc.) will be on the losing side.

Beyond washing hands

In a rush to build confidence among travelers, hygiene protocols and labels have started being implemented across all destinations and companies from the early days of the outbreak.

Singapore was a pioneer in its announcing of a nationwide hotel audit scheme branded as the “SG Clean” label, regulating measures like temperature screening intensity at hotel entrances and disinfection frequency rates in common areas and guest rooms. 

Hong Kong quickly turned its airport into its first line of COVID-19 defense by sending all incoming travelers to the AsiaWorld-Expo upon arrival for throat saliva samples, as well as providing tracking bracelets for visitors tied to a smartphone app.

Elsewhere, Emirates has launched on-site rapid coronavirus tests that take 10 minutes for passengers landing in Dubai. The city of Madrid, badly hit by the virus, has launched its own “Hotels COVID-Free” quality stamp.

In this scenario, this patchwork of protocols and certificates all over the world generates confusion and mistrust across travelers. In a coordinated effort by governments, international tourism organizations and major industry associations, a new universally accepted health certificate label will be established in 2021 for air transport and hotel accommodation ensuring consistent standards worldwide.

In aviation, discussions around the end of the loathed middle seat on aircraft will turn into reality, food services onboard becomes a distant souvenir of another era, indicators like cabin air recirculation rates will emerge and face masks will be a part of new standard safety measures on planes.
 
Hotels will focus marketing efforts away from the beautiful pool landscape towards features like disinfection standards, touchless technology for all types of physical interactions and larger spaces between sunbeds. Hotels will switch to room-only food services, transforming breakfast and other food-related spaces into spacious lounges.

What will hurt a hotel’s balance sheet is the need to keep hotel occupancy rates low, with a health buffer of over three nights between guest stays in the same room to eradicate any risk of contaminated surfaces. 

The alternative accommodation industry will enjoy the advantage of being perceived as a less-crowded lodging option but will have a harder time building travelers’ confidence around hygiene and health standards.

Industry leader Airbnb will push hard amongst its hosts to establish a new set of cleanliness and disinfection protocols, but certain travelers will steer away from private accommodation for good.

The travel industry faces a soul-searching moment 

All these measures will have a dramatic impact on the industry economy. In a world where maximizing occupancy rates or load factor has been turned upside down, travel companies will have to take a hard look at their cost structure and their pricing strategies.

Some companies will feel the punch more than others. Low-cost carriers will be forced to rethink their business model. Their strategy of squeezing as many passengers as possible on aircraft, which in turn stay as in the air as much as possible, will become unsustainable. 

Network mega-carriers relying mostly on long-haul flights channeled through massive hubs will also face a gloomy future. Fewer long-haul trips and travelers shunning crowded places will trigger a significant downsizing of airlines with sky-high airplane orders and iconic airport projects coming to a screeching halt.

Short-haul flights, already under attack pre-coronavirus from the flight-shaming movement, will see the shift of travelers towards lower-carbon-emitting transport means like high-speed trains. 

Corporate travel apocalypse

One of the most radical transformations in societal attitude will be around business travel, fueled by virtual meeting practices adopted during the lockdown period and new corporate travel policies implemented to curb expenses during the cash crunch.

The irreversible decrease in business travel, by any measure the most profitable clients of the travel industry, will hit the balance sheets of travel companies like a sledgehammer.

The implosion of meetings and events activity during the crisis was a watershed moment for the industry. The unstoppable rise of virtual conferences and webinars during the lockdown period and the perceived danger of large crowd gatherings will transform major convention centers into indoor leisure spaces or city landmarks of a past golden era. 

The rise of a new distribution landscape 

Two types of travel intermediaries will suffer a Darwinian process of natural selection.

  1. Traditional offline travel agencies that were behind the digital curve will slowly fade into extinction in this hyper-connected world.
  2. The few travel management company survivors will be the ones rapidly adapting to a significantly smaller market and to a change in paradigm in servicing and duty of care.

On the online travel agency front, there will also be major changes in play:

  • Servicing and connecting with customers during the darkest moments of the crisis will turn out to be the most powerful loyalty program any marketer could conceive. Speedy refunds for cancelled bookings, transport and lodging rebooking alternatives for clients stranded overseas and an ongoing and candid communication strategy will win the hearts and pockets of customers.
  • Deploying bots and machine-learning algorithms, allowing for automation of back-office processes and customer service interfaces, will make the most successful players future-proof for disruption in the years ahead.
  • Many will integrate a traveler’s health data across the entire industry’s service chain, in an ecosystem where health information will become a mandatory data field for all actors.

Faced with our rapidly increasing digital life, where tech giants try to keep users locked into their ecosystem, the most successful travel players will start to integrate daily users’ services like inter-urban mobility, local entertainment booking facilities and food delivery services, in order to remain relevant in the customer’s mind.
 
This trend towards Asia-like super apps in the Western World will spark a frenzy post-crisis, with merger activity between travel tech giants and mobility and food delivery tech players, whose valuations suffered a massive downward correction during the economic deadlock due to their weak balance sheet.

* Check scenario 1 here, then 3 and 4 when they are published next week.About the author…

Mario Gavira is a tech executive, angel investor and board adviserAirlineAirportGround TransportationHotelOnline Travel AgencyPrivate AccommodationTours and ActivitiesCoronavirus