The hospitality industry is all about relationships. Relationships between co-workers, guests, those in positions of prominence, and those cementing their place are of paramount concern. Without the relationships that are the bedrock of our industry, we would be nothing more than those who work in a building where people sleep in rooms.
In the last several weeks, I've been chatting with many people about the hotel industry's continued decline in guest service. The consensus seems to be that the downturn is due to factors such as the need for passionate hospitality workers, insufficient training initiatives for frontline employees, and the fact that, in some instances, management is more focused on data than on developing a culture of excellent service.
I have been chatting with a number of hotel operators over the last few weeks, and one thing is constant between each and every one of them: we must continually improve our service delivery as the adoption rate of technology is moving at lightspeed. Why? Because when technology is so incredibly prolific, we need proof of humanity and authenticity. Hotel operators want to embrace technology to help them run their businesses more effectively, but not at the cost of losing their hotel's 'human touch.''
Business is, at its core, about problem-solving. To be a good entrepreneur is to be a good problem solver. To create a successful brand is to see a gap in the market - an opportunity to bring disruption with a new solution or build upon what currently exists in a meaningful way. In this sense, leaders in any industry are fluent in the language of their customers’ problems, wants, and needs. They know what keeps them up at night, and they make it their mission to help them rest easy. In the case of Frank Dierberger, the CEO at FutureLog, the mission was simple on paper but lofty in practice - solve the procurement problem by digitising and automating the procurement process.
A behind-the-scenes peek into the heartbeat of service success in the hotel industry and questioning if the 'new' is, in fact, ushering in a 'no' service
Branding plays a crucial role in niche verticals by helping businesses establish a strong and distinct identity within their specific market segment. According to a study conducted by Forbes, 82% of consumers are more likely to trust a brand that is tailored to their specific needs and interests. This highlights the importance of creating a brand that resonates with the target audience, as it can significantly impact consumer trust and loyalty.
In today's dynamic and complex environment, the task of extending your travel or hospitality services into new markets is fraught with distinct challenges. The hotel and travel industry, characterized by its close-knit community and exclusive dynamics, often poses significant barriers to new entrants. When you introduce your platform into these markets, it's not just about offering a new solution; it's about understanding and integrating into an established ecosystem.
My Hotseat interview with CEO of Virgin Hotels James Bermingham, panels on AI and sustainability, puppies and a touch of wellness
The technology sector is defined by constant motion: the relentless exchange, disruption, and evolution of big, innovative ideas brought to the table by bold, innovative minds. The most influential players in the space are those with a seemingly insatiable appetite for change and optimization, and it is precisely that hunger that has occupied Jens Munch throughout his career.
INDIE Cultivate on July 11th - 12th in New York helps hoteliers explore what matters most when it comes to the complex hospitality tech space