Hotel Operations

This article was written by Hospitality Technology. Click here to read the original article A water leak in a hotel can quickly escalate from a minor maintenance issue to a…

A hotel lobby is a lot like Centre Court at Wimbledon. Both places handle high pressure, manage guest emotions and rely heavily on great teamwork. Wimbledon’s approach to service feels…

Wimbledon is not a hotel. But it understands service better than most.

In hospitality, people are the product. Yet when it comes to planning for future leaders, the industry often drops the ball. According to research, 60% of companies lack any CEO succession plan, and only 14% believe they are doing it effectively. That is not just a talent issue but a strategic risk that can impact guest satisfaction, brand integrity, and operational stability.

Let’s talk about the one metric nobody puts on their dashboard, yet it drives everything and frankly make you go coocoocaca in the head and give you a burn out or gives you a life that you do not need to take holidays from.

These days, every hotel with “multi-purpose” spaces (a horrible word, let’s be honest) and mixed revenue streams calls itself a hybrid concept. But if that’s all it takes, we’re missing the point.

An event planner from a local company—let’s call it Golden Group—reaches out to your hotel’s sales team in urgent need of a room block and conference space for a quarterly strategy meeting, just a few days away.

A question that guides our approach when the two of us are working with hotel owners and executives to achieve their financial goals is: What’s your property’s reason to visit? Traditionally, this has been a feeling or a desired emotional outcome, while more recently centralized and structured data from across the guest journey can allow a hotel or brand to quantity this reason to visit in order to use data to guide operational improvements or capex. The acronym for this that we are promulgating is R2V.

This article was written by Hospitality Daily Podcast. Click here to read the original article In this episode, Sarah Dinger, the first employee and now Executive Vice President of Franchise…

The skills that each manager and leader need to be successful in hospitality are a combination of operations management, traditional business functions, and specialty topics. The connection between industry experience and sustainable education practices has become increasingly important. Is there a way to best prepare managers for the diversity of tasks and traits needed to succeed in hospitality? A new and enhanced educational path can reflect enhanced occupational identification .