• HFTP GDPR Guidelines: Hospitality Organization Flow Charts

    This document is a set of flow charts illustrating data flow scenarios, involved parties providing hospitality services, steps of the guest journey and more. Four scenarios are presented: independent hotel, independent hotel with third party agreement, branded hotel and branded hotel with independent control.

  • Job Description: Hospitality Data Protection Officer

    This document highlights the role and qualities of a hospitality data protection officer. It can be used as a guideline for an internal recruitment, the expansion of an existing position or the recruitment of a third party to assist in the compliance for the GDPR.

  • Job Description Template: Club Accounting Positions

    The HFTP Americas Research Center has developed example job descriptions for club accounting positions. The process involved reviewing sample job descriptions, and compiling the information into standardized job descriptions.

  • Members Only: A Room for Robots in Hospitality

    Realistic uses for artificial intelligence are increasing, making way for machine-based assistance in accounting, marketing, customer service and more. This feature details current scenarios where robotics is used in the business environment, such as for accounting tasks.

Growing a small business: Fruit bearing trees must be tended to!

Hospitality ON ·13 March 2018
Agriculture represented 714,000 jobs in 2014 compared to 899,000 jobs for hotels and restaurants. France's granary brings in 32.1 billion euros per year, or 1.5% of the GDP, compared to 7.2% for tourism, which brings in 160 billion euros of domestic consumption. The agriculture sector - which is essential to the health of our economy and to our health in general - has been subsidized since the birth of the common agricultural policy more than 50 years ago, while hotels and restaurants generate foreign exchange and taxes which are used to finance the state budget. In 2015, 282.6 million euros were paid to municipalities and local authorities via the tourist tax. Don't throw any more...While global groups are able to absorb debt, implement tools and processes to make economies of scale, and have an international base that allows them to withstand periods of crisis in certain destinations, independent hotel and restaurant owners must maintain their activities alone, against all odds. More than 95% of companies in France have less than 20 employees. Hoteliers and restaurateurs operating in rural areas, produce value for a region, hire and train locally and often find themselves alone to manage their business and maintain it with respect to market competitiveness standards.Hotels and restaurants are long-term investments in a territory. They support the dynamism of a tourist destination that can build a coherent offer around a coherent offer of accommodations. It is a workforce trained in French excellence that has seen the birth of the cuisine of star chefs. The culture of French gastronomy has now been exported but its reputation is international and the whole world envies us. We must not forget the importance of our sector. While it is laudable to come to assist the weakest, it is dangerous to only turn to those who are loudest and forget about an industry that is less significant from an electoral point of view despite being much more important for the vitality of our economy.Why is it that cafetiers, hoteliers and restaurateurs who spend their days in the kitchen are taxed more than large companies? Why is it that independent accommodations and restaurants receive so little help for the day-to-day management of their business? Why is a small property taxed on the same basis as a multinational? Is it not possible to relax certain regulations for small craftsmen, as is the case in other sectors? It is not a question of asking for less from independent properties, but rather of asking for better and for helping them to maintain their activity that is vital to the quality of our reception. Indeed, we are not talking about the hotel groups that are established in rural areas where tourists go for a just few weeks a year, but rather about independent properties are active most of the year with an open cafe, the organization of events...The time has come to consider the sector for its true value and to accompany it in its transformation for its sustainability and for the attractiveness of our destinations. The hotel and restaurant industry is a sector that is thriving; it has reinvented itself and continues to evolve. If we continue taking advantage of the beast instead of accompanying it as it evolves, we risk cutting off its wings.
Article by Georges Panayotis

Unlearning to learn also means inventing

Hospitality ON ·21 February 2018
The model of Fordism, based on a virtuous cycle of improved mass production, resulting in markedly improved results and therefore better remuneration for employees, was the first step towards drastic changes in the working world. The quality circles introduced in Japan in the 1960s by Kaoru Ishikawa, and which arrived in Europe in the 1980s, have allowed the Land of the Rising Sun, through mastery of manufacturing and strict quality control, to develop exponentially in terms of productivity and to considerably expand their catchment area due to the quality and competitiveness of the products offered. In the United States, once again, another milestone was reached with the development of Silicon Valley, the cradle of the digital industry, which has been transformed through the fertile ground of the electronics industry. Apple was born in 1976, Amazon in 1984 and Booking in 1996; in short, the digital empire did not grow over night.Humans are the driving force behind all these transformations. Well-trained operational staff are sentinels who can help companies adapt their strategy, development plans, products to underlying trends.... While quality continuing education is essential to the good health of groups, the same is true for initial training. Schools and universities have offered training for several decades and even more than 100 years for some; but have they all kept abreast of changes in professions, the skills and needs of our companies in order to train tomorrow's professionals so they can contribute something through their vision, knowledge, dynamism and passion to the groups they will join? The question deserves to be asked.Likewise, hoteliers should not remain spectators of the changes taking place within their trades and environments, they should embrace them. They must also give their employees the opportunity to incubate projects that could become the strength of groups tomorrow. Some have understood it, such as Marriott with its Testbed program. Marriott has been encouraging start-ups to come to their doorstep since last year through a competition organized with the possibility of testing their concept in Marriott hotels in Europe or the Lab Canvas for catering. The French group AccorHotels has been investing in digital for 4 years now by buying high-potential companies and hiring executives who are experienced in digital technology. They are developing partnerships to bring digital technology into their properties, such as the Business Check project in conjunction with Linkedin, which enables business travelers to connect with one another at the group's properties. It is also introducing chatbots through the PhilWelcome application, which communicates with the group's clients in French and English. The sale of part of its assets will enable AccorHotels to boost its investments in the park's development and intensify its digital efforts.No one knows his or her job and its needs better than a hotelier to direct young start-ups to develop products, interfaces, software and whatever else is needed to facilitate the work of operational staff, decision making and even create a real competitive advantage by creating a "wow" effect to boost an offer that may be outdated and far from cutting edge. By cultivating difference and excellence, new products and new concepts will emerge that will be able to conquer tomorrow's clientele.
Article by Georges Panayotis

Rights need a helping hand

Hospitality ON ·13 February 2018
More than 400 years ago Moliere said: it is not always enough to be on the right side; sometimes a little extra help is needed, a little nudge that makes it possible to go further and succeed. The tourism industry reports an impressive bill of health with 20 years of steady growth that can be expected to continue for years to come. Just over 60 years ago, 50 million travelers journeyed the world around. Today, there are more than 1.3 billion.The tourism sector represents 5% annual growth on average, 1 in 10 jobs worldwide and 8 to 15% of the GDP of developed countries. In France in 2016, the sector accounted for 49 billion euros in revenues and 2 million direct and indirect jobs. An iron constitution, steady growth, a development of the offer which is far from compensating for the growth in demand, trades covering all the chains of skills: from the technician to welcome staff, middle management and even the company's boss.... What could be better? So why does this sector, which is such a driving force for the global economy and so in tune with the changes in our society, receive so little consideration from our governments?What have our governments done to support our industry and increase its development potential? Why was it slow to protect companies from raids by pension funds? Why didn't we protect hoteliers from the internet giants? How are we helping territories maintain quality and renew the supply? How is investment promoted? How are entrepreneurs in the sector encouraged? How do we make tourism sectors attractive to young graduates? How do we restore pride in the profession? How can we promote jobs in hospitality? How do we support VSE entrepreneurs to facilitate management of businesses with a strong need for manpower? How are regulations streamlined to support the sector and maintain its competitiveness?The results are poor, because for decades we have passed from do-nothing committees to meetings among ourselves, forgetting to address tourism entrepreneurs. We define great strategies, we launch great studies, we extract fabulous figures from them - when they are not erroneous - but to what end? If each individual tries to make more noise than the person next to them, to announce good numbers first and pretend to be an expert in the tourism sector, the machine is exhausted because resources are scattered, actions are not coordinated and the sector is divided. Turf squabbles and other selfish battles are murderous.The United States, China and the Middle East are investing and developing their offer very actively, while in France the hotel supply is stagnating in volume and ageing badly. If we are able to attract foreign investors, why can't we encourage French investors to participate in the development of their economy? Are we on the move to listen to the profession? Are we proud and do we value successful companies? Do we agree to give them back their role so they can innovate, create jobs and develop a new supply? This is the way to remain competitive on the international stage; if everyone stays on their own turf and if objectives are not shared and clearly defined, France will continue to lose its splendor as a destination. Although tourist numbers in France are still high, it is also true that French destinations are losing market shares compared to their international competitors, and yet destinations continue to brag while resting on their laurels. The danger is that companies in the sector are becoming less and less profitable, and they are unable to make the CapEx investments necessary to renovate their products, let alone re-launch a supply in the quantity and quality needed to restore the industry to its rightful position on the international scene.
Article by Georges Panayotis

Change is good

Hospitality ON ·23 January 2018
Today, the situation has changed. No matter what we say, the hotel sector is not a priority for our government. On the one hand, the welfare state is no longer there and the consumer society has changed drastically. To adapt to the current context, hotel groups have sold their assets to investors with longer-term profitability objectives. The owner of the trademark is no longer the owner of the walls. On the other hand, the giants of the web have absorbed distribution, which in turn offers a turnkey solution to hotel owners by giving them the power of the Internet network to reach new customers. Although the transition has not been smooth, there is no doubt about the role played by online booking platforms.It is no longer a question of hotel chains orienting their franchised hotels, but rather a customer/supplier relationship. As each owner-operator has invested considerable sums of money, he expects his franchisor to provide concrete logistical assistance and support that will help his property become more profitable. Hotel operators are no longer passive, they have become active, they must be convinced and will choose the products, solutions and services adapted to their properties. Hotel chains must innovate once again, they must rework the product/market pair so that it corresponds well to the reality of the needs of the end customer and also of their business partner, the franchisee. It is important to give the operators not only tools but also a strong brand that stands out for the customer by tapping into their imagination. The facts of the equation have changed in a few decades, it is no longer a question of reassuring the guest but of making them dream to develop a strong attachment to a brand that must resonate with their own values and encourage them to remain faithful to the brand's products.By innovating in terms of products, promoting economies of scale to regain productivity, training staff in new technologies, and providing the robotization necessary to give vitality to operating accounts... the brands will justify their remuneration. The change in the way that hoteliers have served their customers with increasingly individualized proposals has been gradual. Groups would be wise to consider their ties with franchised properties in a similar way.The real competition and production of service happens locally. It is vital for groups to get back in touch with the field to be more responsive and provide each of the properties under their banner with useful answers to maximize profits and facilitate day-to-day management. It is indeed the product manufactured on this scale that will give hotel owners new impetus to win back their clientele.Hotel chains can take destination marketing back under their control, by way of operational marketing and training hotel staff. Because only the field teams know their territory well and bring a relevant offer to the hotel's clientele.The hotel business has not completed its transformation and if cycles repeat themselves, they nonetheless change. It's worth the risk, but we need to put our cards on the table and renew with the culture of a partnership that is profitable for both parties in the long term. In the end, change is good.

Renovate to innovate

Hospitality ON ·16 January 2018
This productivity issue must therefore be faced head-on and reinvent ourselves, because today's hotel owner can no longer be a mere innkeeper. He must rethink how space and time are used, especially during the day, with day use and coworking among other things... the time has come to export - on the franchisee side as well - just as the big names in French cuisine have done for a long time now. Why are French hoteliers so reluctant to globalize, when success just may be accessible?In order to succeed in a world where value for money is being restored to its rightful place, it will be necessary to work on concepts. All that is "collaborative" has been widely criticized lately, but its legitimacy is partly due to the fact that we have not innovated enough in our sector. France is full of exceptional heritage (such as castles, public buildings, monuments, museums, etc.) that tourism and hotel operators could put to better use if they were able to reach new customers and offer new experiences - which the new platforms can make possible. At a time when sustainable development is a fundamental trend, what could be better than to be able to "recycle" the existing buildings that consitute the charm of our regions?In all areas, new concepts and new niches are just waiting to emerge. One example lies in the evolution of public opinion regarding medicines, systematic care through chemistry, and the rise of alternative approaches where food often plays a central role. This is, of course, an opportunity to develop F&B concepts (naturalness, vitamins, organic...), and perhaps even revive entire industries and territories. Look at our spas or tourist resorts: in many cases, time - and the Capex - seem to come to a standstill somewhere in the last century. Perhaps these new concepts will rejuvenate them tomorrow. All that is old once held life and we would be well advised to capitalize on our roots and those of our customers who are a powerful engine when it comes to building and innovating on solid foundations and bringing strong differentiation to our products.Socialisation and artificial intelligence are the two legs on which the new concepts must be based. Creating interaction between empathy and the effectiveness brought by artificial intelligence will allow us to better respond to customers' desires and expectations.In order to succeed in this endeavour, it will not only be necessary to recycle old recipes, but also to find, for all products, the new key factors that will make the difference for each customer profile. In short, it is time to open up a new cycle in which "socialization" and "customer experience" will no longer be peripheral services but core services of our products.
Article by Georges Panayotis

2018, a fresh start for France's tourism industry!

Hospitality ON ·10 January 2018
As the new year begins, it's not a bad idea to look behind us. Such moments of introspection can help us get ahead. A look at Paris illustrates all we need to do to improve France's tourism development.Paris's supply has long been insufficient in light of the destination's appeal and the constant increase in the number of tourists traveling worldwide. For many years, for example, it was difficult to find rooms in Paris during major events. This has had its consequences on the development of collaborative hosting and price increases.To complete introspection, we must recognize that the image of our destination has been gradually spoiled. Terrorist attacks, mediocre reception, purse-snatching, rudeness of Parisians who see tourists as intruders... are as many filters that have slowly conspired to veil the brilliance of the City of Light.France, which has exported new hotel concepts for the past forty years, is now being overtaken by England, the Netherlands and Germany. What policies and incentives should be implemented to stimulate innovation and creativity in the hotel and tourism industry? New concepts are essential to renewing and completing the French and Parisian offer and to developing the appeal of its territories.Tourists' have many expectations and these evolve very quickly. Until now the City of Paris has prioritized the demands of its residents, meaning its voters, with little concern for satisfying its tourists. Was this a good policy? Was it realistic to want to make tourism a national priority without listening to the needs of tourists?In order for the destination to have a positive and attractive image worldwide, it must change how it welcomes tourists; in comparison to other European capitals the difference is gradually increasing. Entertainment and events are important for attracting tourists and making them come back. They are also positive for residents who see their cities differently and benefit from the financial windfall generated by tourist spending. They must be developed while ensuring cohabitation is harmonious and beneficial for all.We must work together to improve the visitor's experience from the moment of their arrival to choosing accommodation options in terms of range and type, and the leisure activities available. Transportation also requires extensive improvement, and increasingly connected tourists require Internet access... Supply and infrastructure must be renovated, improved and developed to meet the current standards of international tourists' expectations. The refurbishment of the area at the foot of the Eiffel Tower is one of the countless projects that must be carried out to restore the capital to its former glory. It has just been launched with the project "Grand site Tour Eiffel: Discover, approach, visit" but the City of Paris must not stop there.It is time to prepare ourselves for battle to win back the favor international opinion, tourism development policies are infinite. The fact the Olympic Games in 2024 will be held in Paris is a strong and very positive signal that must be exploited to the fullest extent. This sector allows us to gather and build together in spite of differences and adversity, as the President of the Republic has urged us to do.I would like to wish all an excellent year of recovery, and set off full sail with our sights set on the 100 million tourists around the world!

Pulling on the grass won't make it grow...

Hospitality ON ·19 December 2017
Desperate times call for desperate measures. The planet is overheating and each and every one of us plays a role in this battle against climate deregulation. The French government wishes to be a forerunner leading the battle to preserve our ecosystems. In the meantime, hoteliers can do their share of the job and participate in the attack, but for that to happen they need some concrete assistance that is useful and can be mobilized.Of course, there are measures to promote the energy transition but they are not enough, the hotel loan is capped at 400,000 euros for example, a drop in the bucket when it comes to the expenses that go into renovating or creating a property. Professionals in the sector did not wait for the government to make progress on these fronts. Reduction of energy consumption, waste reduction, insulation, the development of shorter circuits and the use of automation are all levers for substantial savings.Sustainable development is a driving force for innovation, development and communication. The sector has everything to gain by rushing into the rift to become the flagship of an "ecologically correct" nation and showcase leading edge and attractive destinations. Hotels have long been forerunners in terms of housing, offering comfort standards and state-of-the-art facilities, but this period is over thanks to the democratization of consumer products. Investing in sustainable development will make it possible to regain the advantage and recover the "wow effect".A great deal of progress has already been made, with operators, manufacturers and suppliers working together on new solutions. The "Village Nature" program developed by Pierre&Vacances Center Parcs near Eurodisney is a good example of the profession's desire to move towards increased sustainability. But what did it take to develop the complex? From the birth of the idea in 2003 to the laying of the first stone in 2014 and the official opening a few months ago - when it was originally planned for the end of 2016 - some 15 years passed.The hotel industry is a highly employment-intensive sector, generating significant economic windfall as well as taxes. Our sector faces competition from digital companies that do not play by the same rules, and must go to war on unequal terms. The threat has also arrived on other fronts with the strong crises that have passed through several tourist destinations as a result of the terrorist attacks that have shaken the world. While the sector has come out of the slump in Europe, it has been weakened, undermined by months and months of declining activity. The machine has started again but will never be able to make up for months of shortfall. The decline in the hotel supply in France, while it is growing rapidly elsewhere in the world, gives rise to questions. Where will we house the 100 million tourists expected by 2020?The government can rely on a dynamic and well-structured sector to anchor and grow sustainable development in the territory, but to do so it must invest the resources and firmly support the sector in this direction. As with any large-scale project, the key is to launch it and implement concrete actions to encourage the development of a hotel supply that will have fully completed its energy transition. The hotel business is not grass, which can be mowed at will and which always grows back. New seeds will have to be brought in and patiently watered to improve the image of France as a destination for tourists and make it more appealing.
Article by Georges Panayotis

L'Envie d'avoir envie, or the Desire to desire: the Johnny syndrome

Hospitality ON ·13 December 2017
One was an accomplished intellectual, crowned and praised, who spoke with his spirit. He excelled in the handling of words, ideas and concepts. The second one spoke with his guts and heart. He lived strong moments of communion with his audience and shared an immense love with his fans. Like the Greek gods, he possessed intense powers although he was not free of defects which are only all too human. One concerned himself with the knowledge of being, the other with the desire to be.At a time of experience and remembrance, the relationship between customer and brand has changed dimension. What is important is not the price, but the pleasure and memories that can be drawn from an experience, one no longer consumes, one experiences. At the last minute, we crave sunshine, an escapade, family moments and a return to our roots. We want to be recognized, familiar and indigenous everywhere. These new motivations, expectations and behaviors cause us to question certain achievements and revise how we operate.It is important to speak to your guest's heart, share a part of yourself with them and tell them a story. For this, it is imperative to develop the human qualities of staff in addition to their skills. It is necessary to teach them to build unforgettable moments for their guest with respect to their personality, their tastes, their knowledge, their preferences...Knowledge lies mainly in the hands of the elite who define the strategy. Know-how is a set of skills that any well-managed and trained person can potentially acquire. It is the acquisition of the right gesture, the knowledge of the tool. Knowledge of being is sometimes intangible, but it is essential. It is a mixture of listening, availability, service sense for and with the other, and it is more complex to master. To find the right moment, the right words, reassure, guide, render the service expected ... it is also to develop human qualities and increase the guest's loyalty to the brand or establishment. Because let's never forget it, hospitality is to welcome the other, to offer him lodging and food, as well as conviviality and human warmth.Marketing, which has been a revolution based on technology, target concepts, markets and segments, must now be directed more towards the humanity of those who produce and manufacture services. It will no longer be enough to know the targets, it will be necessary to know the hearts of men and women to better meet their expectations. By putting a soul back into the production of our services, the properties regain strength that has been missing because very often productivity has dehumanized our services.We will rebuild efficiency and re-create value by giving our employees the desire to inspire. The key to tomorrow's success will result from developing our employees' human qualities. It is imperative for our sector to create, build and retain value with its employees in order to recreate conviviality. Initially, hospitality was based on philoxenia, a word full of meaning: "philos" the friend and "xenos" the stranger. We must offer our visiting guests friendship. It is possible we have forgotten a little bit about the friendly and human side of this relationship.

Trip Advisor: The fox who believed himself judge

Hospitality ON · 5 December 2017
The growing adolescent reached its peak in the summer of 2014, but failed to stay on track. Instead of consolidating and expanding on the foundations of its original business by increasing its revenues through advertising, the platform sought to monetize its database. It wanted to turn customers who posted comments online about hotels into gold by selling their data. Price comparison platforms are no exception to this race for profit.Slowly but surely, errors and inconsistencies are corrected by the laws of the market and consumer democracy. The initial idea was praiseworthy on paper, allowing everyone to express their opinion regarding the services provided for one and offering a global vision of the offer on the web for the others. But it becomes a problem when they want to be both judge and parties.It offered its partners the opportunity to sell their products online while installing a smoke screen between online notification management and consumers. From the moment the platform began to evolve in turbulent waters by "offering" referenced companies increased visibility for a fee, the worm was in the fruit. By trying to monetize its core business, it sawed off the branch that was its base, thus weakening its economic model.The threat is growing with the latest legislative changes that prohibit any modification or deletion of online notices submitted by consumers without prior request. This new law should cut short the small arrangements between friends that had become too common in the race to maximize profits. It should also be remembered that deceptive advertising is punishable by law, but nevertheless remains unpunished for the sites of online comparators.It is much more reliable to consider opinions sought from a wider and more representative user group. Everyone knows that unsolicited opinions come from the happiest and most dissatisfied customers.Ralph Nader burned his own wings when he entered politics in an attempt to shine even brighter on the international scene. He was unable to find the right model to take advantage of the notoriety gained from the work he had done in consumer protection.Today this consumer has many ways to find transparency when it is not available at the source. It is therefore no longer possible to drown the fish and take advantage of a dominant position to monetize data at all costs. Price comparators also need to review how they work in order to really serve the customer. It is not permissible for a particular product to be placed at the top of search results in exchange for compensation paid to the comparison platform.As during the reconstruction period after any tsunami, there is a return to fundamentals, the offer refocuses on a strong and attractive product, often under pressure from the consumer. Everyone must be in place and play their role to perfection, or be subject to sanctions from their peers, investors or the client.
Article by Georges Panayotis

When everything is worthwhile, nothing is...

Hospitality ON ·29 November 2017
Today's clientele refuse obligations. They want to experience their stay in accordance with their needs and habits with comfort at least equal to home. Both in the hotel and outside, they want to have ready access to restaurants, services and leisure. Moreover, the new concepts did well to open groceries in their lobbies and offer snacking locavore services. It may be necessary to go even further and accept deliveries to rooms and giving guests access to the equipment they need to be autonomous during their stay without depending on the hotel's restaurant. Room service and restaurant need to be among the considerations of hotel directors. What should be done with this service? How might it be adapted and turned to profit? How could it be positioned in light of increased competition that is just a click away?What would happen to the budget to mid-scale segment on the outskirts of cities where tourists no longer wish to go? How will good locations be determined in the future? Jobs are making a comeback to urban centers to the detriment of business parks. Consumers are returning to what is authentic and local.Restaurants fave gone from prepared products to sous-vide to return to fresh products, which are a gauge of quality and taste. Customers want to know what they are eating, and more generally what they buy into. They will no longer accept standardized offers no matter how complete they are if we are unable to off er that little something that makes the difference. The extra bit of soul that makes them come back and share us with others.Ecosystems change in addition to the accommodations themselves. It is important to be aware of these changes in order to make good long-term investments. The second breath that can be given to aging properties may not be enough. It is imperative to think of the hotel within this ecosystem if it is expected to perform.In the absence of strong products, banalization has resulted in hotel brands being identified by the consumer through Opodo, Trivago, Google, Expedia, Booking, Trip Advisor, Airbnb... Tomorrow, the accommodations that will be able to exist in the face of these giants will be those that are able to provide experiences, products, services with a strong identity, savoir-faire, a recipe and a unique flavor. The competition will be harsh and innovation permanent because in terms of service, the word "copy" is but a banality. These experiences will not belong to a brand or a label, but to a team of local managers able to manage their reputation directly using digital tools. Hotel nights will no longer sell like hotcakes, the experience will be created with hotel staff with the client in real time.Let us consider that the changes will be radical and the market will not be light handed with those who are unable to anticipate and have not wanted to see the new needs and lifestyles of our consumer society.
Article by Georges Panayotis

Hospitality Giants: Making a lot of noise

Hospitality ON ·22 November 2017
One might wonder about the strategies adopted by tourism professionals. For example, carriers that also offer accommodations, leisure, transfers, car rentals and even packages in addition to their core business. But did they focus on the experience they offer their customers during the trips they offer, whether by train or plane? Have we really asked ourselves the right questions? Have we made the right decisions? Our doubts are raised when we think about punctuality, whether it is trains or flights, or about the professionalism of navigation crews for certain services. Let's not forget the cleanliness of certain unavoidable spaces during 4 hours of journey or the quality of the food service as well as the conformity and quality of products. As for the value for money, it has long since been forgotten in favor of yield management, which, rather than managing rates according to demand, has led to a galloping inflation of prices. How is it possible that a trip from Paris to the Cote d'Azur in full summer costs the same as a flight Paris-New York? What is true for transporters is true for all sectors of hotel tourism.If we look at all these aspects, it is clear that the customer experience can be unforgettable, but not in the right sense of the word. As Winston Churchill said, "However beautiful the strategy, you should occasionally look at the results." In the end, it is the customer who chooses.The tourism, transport and hotel industry with the hotel industry in the lead, maintained its margins by inflating its rates instead of improving productivity. Companies that have been in an oligopolistic situation for a long time have developed a Malthusian method for controlling supply, with the complicity of the conservative government, which wanted to preserve its companies, focused on their needs and gains, while remaining completely disinterested in the expectations and needs of their customers. A few years later, the bill is high for both the customer and the operator, who did not anticipate the benefic arrival of the GAFAs and collaborative strategies. It makes it possible to correct the excesses that must be eliminated in order to get back onto healthy and profitable footing for everyone. End the inflation of prices that no longer correspond to customers' wallets, offer qualitative and differentiating products: this is how we will move forward.The evolution of the market shows us that the new generations alone are in a position to offer products that really break away from the existing offer. The market shares of this supply are eroding slowly but surely in favor of newcomers, simply because it no longer meets customer expectations and is unable to reinvent itself. If the market does not resist erosion, it is precisely because the products cannot withstand the pressure. If the liberalization of bus lines, carpooling and AirBnB has taken off so fast, it is because the products available no longer meet expectations and must be reformed.Many suffer from blank sheet anxiety; they are paralyzed by the comfort in which they have evolved for decades and are unable to see the precarity of their position on the world stage where Priceline , owner of Booking.com, is valued at more than 90 billion dollars against 43.4 billion dollars for Marriott, the number 1 which operates more than 1.1 million rooms worldwide. Warren Buffet clearly summed it up: "When you're in a hole, it's best to stop digging."So what should we do, keep making noise with our mouths hoping to hide the void and lack of ambition of some, or start from scratch? Rupture does not wait, it has already largely reshaped the sector and redistributed the cards. Maybe it's time to pass some of the revenue through profit and loss to give the industry a breath of fresh air and blow a little oxygen back into our little world. In a few years, let's check back to see the results of the strategies each has chosen.

Hospitality is and will remain a heartfelt industry

Hospitality ON ·15 November 2017
We are now faced with an infinite set of possibilities. The range of our products will be constantly redefined by the predictive model, which will enable us to anticipate and fulfil almost all of our customers' wishes. Hotel performance will also depend on brand strength and customer experience. This customer, who is increasingly present and whose requirements and needs are multiplying. This same client, now has a major influence on the e-reputation of our accommodations and expects an unforgettable experience: the memory that we offer him must mark his heart and mind.In order to cope with these inevitable developments, it will be necessary to reinvest in human resources and transform the organisational structures and missions, but also rethink reception and provide services. In short, constantly redefining service, which is nothing more than the interaction between clients, staff and physical support.By putting people back at the heart of the company, by valuing its missions, skills, motivations, know-how and enthusiasm we will progress in providing the service. So far we have invested in training our employees' brains, in learning, in execution, in transmission, in management. Their hearts must now also be educated and we must help them develop their humanity.At the headquarters of our companies, we need great strategists, but also great managers to make decisions on a daily basis, because in our business, one cannot do without the other. The right balance between operational staff, knowledge and power is the key to the success of our business. It is also in these areas that the desired and announced breakthrough must be achieved.There is one thing that artificial intelligence will probably never be able to match. The Greeks called it phantasia: our exceptional ability to dream, imagine, enjoy, improvise, to take an opposing position... in short, to create the conditions for progress. By combining human intelligence and artificial intelligence, we will enable our industry to enrich its soul, avoid the disasters that await us and return to prosperity. It is this right balance between intelligence, nous and phantasia that will determine our ability to make dreams come true.

Hospitality: You sleep, you dine

Hospitality ON · 7 November 2017
Here again, digital companies such as Deliveroo, are multiplying the catchment area of restaurateurs without forgetting to take a substantial commission - any resemblance to hospitality players is not accidental.The sector faces many significant challenges. Employees dislike this demanding line of work, with its far from administrative hours, devaluation of the restaurant trades and their know-how. The exponential development of takeaway catering parallels changes in customer habits. The power of catering groups stands in the face of restaurant craftsmen who find it difficult to comply with regulatory and fiscal requirements that are sometimes totally inappropriate to their structure. All these pitfalls must be overcome by deploying the skill of a seasoned captain.Some of them change courses by proposing new concepts that surf the wave of new trends and customer expectations. Friendly spaces where kitchens open onto the dining room offer a show skillfully orchestrated by chefs who are increasingly becoming media personalities.Menus and supplies are also evolving for more local, organic products that answer the demand for authenticity and healthy cooking. Special diets based on choice or health concepts are increasingly taken into account. However, this return to the origins - after many years of using processed products - has a cost in terms of raw material purchase but also in terms of working time and preparation, which requires very precise organisation, a bursar and management as well as qualified personnel.The arrival of digital technology in the catering industry will, and for some already does, make it possible to streamline and simplify management between the dining room and the kitchen, for example with orders placed on a tablet in real time. Some hotels invite their guests to order their meals directly from their smartphones with the possibility of picking them up whenever they want.Flexibility, authenticity, healthy cuisine and an original image are the watchwords for an increasingly informed, health-conscious customer who wants to respect his dietary habits. Restaurateurs must find the concept that works and adapt quickly or die.After having long considered the sector a necessary evil, an important cost item that is difficult to turn to profit, hoteliers now give it the importance it deserves.A real living space in the hotel, where all customers meet in more porous and flexible spaces at any time of the day, relaxation and catering areas become a tool for differentiation and an additional argument at the service of the property's identity. Combined with a permanently available grocery store offer at certain brands - notably hotel apartments and tourist residences - the restaurant area occupies a central position in shared living areas and plays an active role in the evolution and growth of hotel products.It is open to local customers and contributes to the life of the destinations where accommodations are located. Sushi shop, tapas bars, finger food.... these rapid and user-friendly consumption patterns meet current consumer expectations.

Real estate: AirBnB builds a new strategy

Hospitality On (by MKG Hospitality)·Requires Registration ·23 October 2017
The US based company has announced the construction of an apartment block being built in partnership with a property developer in Kissimmee, Florida. By embarking on such a development, is the giant starting what could be a strategic turning point?

HR and Career Development: The Best Hospitality Initiatives at #WHA17

Hospitality On (by MKG Hospitality)·Requires Registration ·20 October 2017
A few weeks ahead of the 2017 Worldwide Hospitality Awards ceremony, meet the 12 candidates for the award of "Best Human Resources and Career Development Initiative", and vote for your favourite. Ressources humaines et développement de carrière Ressources humaines et développement de carrière This year, no less than 12 candidates have been shortlisted for the title of "Best Human Resources and Career Development Initiative" at the Worldwide Hospitality Awards. Candidates presented a variety of submissions, which can be grouped into several categories:

Worldwide Hospitality Awards: prestigious guests!

Hospitality On (by MKG Hospitality)·Requires Registration ·19 October 2017
This 18th Worldwide Hospitality Awards ceremony will welcome Sébastien Bazin, Luc Chatel, Jean-Baptiste Lemoyne, Gérard Pélisson and Sir David Michels. This notable guests will be at the Intercontinental Paris le Grand on November 8, 2017.

Reinventing Grand Paris: Focus on new hotel projects [Interactive Map]

Hospitality On (by MKG Hospitality)·Requires Registration ·19 October 2017
The winners of the call for projects for the metropolis of Grand Paris have been announced. Among the 51 designated sites, more than ten include innovative hotel projects. Location, design, capacity, operator... what characteristics will these new hotels have?

The hotel industry, driving economic transformation in China

Hospitality On (by MKG Hospitality)·Requires Registration ·18 October 2017
As the 19th congress of the Chinese Communist Party gets underway, the latest development plan will be launched. Shifting towards a more consumer and service based economy, the hotel sector has given ample reasons for satisfaction; promising growth of the hotel offer and the arrival Chinese hotel groups at the world summit.
Article by Georges Panayotis

Supply and demand policy: the destination alone will decide

Hospitality ON ·18 October 2017
As we have already mentioned, new technologies, new services and changes in mentalities in the management of human resources will all play important roles in renewal; but that is not all. It is also essential to revitalize investments in the sector to develop a coherent and attractive offer.For a few years now, the profitability of our industry has been shrinking for a number of reasons including heavy taxation on a sector that, in 2015, represented more than 7.2% of French GDP (transport, accommodations, catering). The second is that the hotel business benefits from a speculative bubble linked to real estate and very high initial investment levels. If you respect the 1000th scale rule, the prices that ought to be set are much higher than what the client is willing to spend, and all the more so since the development of alternative accommodations offers that are priced much more competitively than traditional hotels. With more and more competitors in the starting blocks it is time to redouble our efforts to achieve consistently competitive performances and stay on the podium.The decline in productivity combined with very high prices directly impacts occupancy rates and the competitiveness of our hotels. The rise of new destinations on the world stage increases the pressure on prices and encourages operators, owners and investors to postpone their capital expenditures. This renewal and repositioning of supply is vital for the sector, yet the absence of inflation and the lack of tax incentives are major obstacles. The sector lacks dynamism and only has its margins to carry out renovations and / or launch more attractive and competitive new concepts.If the government and public authorities need to offer any incentive, it must be reasoned and coherent in order to level the playing field between investments in the hotel industry and those in industry which are currently being widely favored. It is important to encourage more new projects and to have a medium- and long-term vision of the French hotel market by focusing on destinations with real development potential and a real need for new accommodations to absorb demand that is truly destined to develop. It is no longer a question of satisfying the political ambitions of elected officials who wish to meet the expectations of their constituents but to check who is performing well and why, and where will growth really be in the future.The destinations where investment is needed are currently undergoing major changes and benefit - or will soon benefit - from a coherent strategy in tune with customer expectations to maximize their appeal to potential tourists. Easy and competitive access, differentiating and comprehensive services and leisure offers, quality accommodations, well positioned communication in connection with the assets of the territory ... It is not renovating outdated properties that are unsuited to current service quality or environmental quality standards for the umpteenth time that will resolve the lack of competitiveness of destinations in France. Doping is not a viable solution for the French hotel industry. Some destinations were strong in the past but are no longer or will not be competitive, it will be necessary to redirect investments where there is real potential.In order to truly reach the benchmark of 100 million tourists in 2020 and take full advantage of the opportunity offered by the Olympic Games in 2024, as London did with the Olympics in 2012, it is necessary to ask the right questions and adopt the right strategies. It is not through the work of operators that the competitiveness of accommodations will return but through promoting the development of intelligent destinations that will become the locomotives of France in terms of tourist activity. To ensure that this opportunity benefits France and its entrepreneurs as much as possible, we are working as a team now and are building a medium and long-term winning strategy that is also profitable to make France a destination worthy of the global competition it will host in 2024. It is by detecting the potential of our young athletes that we can bring them to victory.

At the Ch+teau de Versailles, the future palace of Alain Ducasse & Stephane Courbit is unveiled

Hospitality On (by MKG Hospitality)·Requires Registration ·16 October 2017
The details of the hotel being constructed within the building "Grand Control" at the Château de Versailles, scheduled to open in the fall of 2019, are becoming clearer. Room & suite sizes, average prices, additional services ... the future operator has specified the outlines of what will be on offer in this new hotel, which aims to obtain the famous distinction "palace". In 2016, Stéphane Courbit and Alain Ducasse won the bid process that saw no fewer than 25 candidates compete against each other. Guillaume Fonquernie, referring to his successful bid, attributes it mainly to "a better bid in terms of rent, with part fixed, part variable as well as a guaranteed minimum, a rich offer of products and services much like the Château de Versailles, and a refined plan, with Alain Ducasse". He went on to provide details of the latter.

Innovative Concepts: Meet the Candidates #WHA2017!

Hospitality On (by MKG Hospitality)·Requires Registration ·16 October 2017
A few weeks ahead of the Worldwide Hospitality Awards 2017, take a look at the 14 candidates for the "Best Innovative Concept" award, and vote for your favorite. Meilleure innovation en concept hôtelier Meilleure innovation en concept hôtelier This year, there has been 14 entries for the title of "Best Innovative Concept Hotel" at the Worldwide Hospitality Awards. The candidates presented a wide variety of entries, which can be grouped into several categories:

Hotel supply in Australia following the acquisition of Mantra, by AccorHotels

Hospitality On (by MKG Hospitality)·Requires Registration ·13 October 2017
The announcement, by AccorHotels, on the acquisition of Mantra Group could give rise to a hotel giant on the Australian continent. The group led by Sébastien Bazin could even, subject to the agreement of competition authorities, reach a higher market share than they have in France. What would be their share, relative to the Australian market? And what other considerations are there?

ONYX and YOO partner to develop in Asia

Hospitality On (by MKG Hospitality)·Requires Registration ·13 October 2017
This new partnership aims to expand the presence of YOO Hotels and resorts and Yoo2, its lifestyle brand, in the Asia-Pacific region. For now, the English group plans to develop three hotels in southeast Asia, in addition to the one it already has in Hong Kong. This partnership should make it possible to invest the region more massively in the years to come. According to John Hitchcox, Founder and CEO YOO Hotels, "This expansion opportunity in some of the world's fastest growing hotel markets will ensure that even more travelers will soon be able to experience YOO's unique designs and guest experiences."

Airbnb for Work, travel for work without sacrificing the comforts of home

Hospitality On (by MKG Hospitality)·Requires Registration ·13 October 2017
With over 4 million property listings, Airbnb is unquestionably one of the biggest, if not the biggest, accommodation supply platform available today. But how are they evolving to incorporate business based stays into their ever-growing list of properties.

Is Facebook secretly preparing hotel booking functionality?

Hospitality On (by MKG Hospitality)·Requires Registration ·13 October 2017
Facebook, with 2 billion users worldwide, could launch itself into the world of online hotel booking. This is not the first time Facebook has shown interest in this type of market, which has already of invested in by Google (yet to produce results), and many other companies in Silicon Valley. With this new appointment, under the title of Director of global travel strategy, their aims are becoming clearer.

Jean-Baptiste Lemoyne at the WHA 2017

Hospitality On (by MKG Hospitality)·Requires Registration ·12 October 2017
Jean-Baptiste Lemoyne will speak during the Worldwide Hospitality Awards ceremony on November 8, 2017 from 18h at the Intercontinental Paris Le Grand. Secretary of State to the Minister for Europe and Foreign Affairs, Jean-Baptiste Lemoyne was previously senator of the Yonne in 2014. He joined "République en Marche" in 2017 after supporting Alain Juppé's candidacy, and he was co-author of the labor law known as "El Khomri".


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