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Trends in the international hotel industry

Chandana (Chandi) Jayawardena Chandi J. Associates Consulting, Oakville, Canada

David McMillan Carlson Rezidor Hotel Group, Mississauga, Canada

David Pantin Silver Peacock Group, Niagara-on-the Lake, Canada

Martin Taller School of Hospitality and Tourism, Algonquin College, Canada, and

Paul Willie School of Hospitality, Tourism and Administration, Niagara College,

Niagara-on-the-Lake, Canada

Abstract

Purpose – This paper aims to analyse the evolution, current challenges, best practices, and trends in the international hotel industry.

Design/methodology/approach – The foundation for this paper was laid during a well-attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. International hoteliering is discussed in the context of the theme for the 2012 Canadian WHATT roundtable and the strategic question: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry’s future?”

Findings – Through analysis of past and present trends, the paper predicts that current challenges such as labour shortages will continue to affect the industry in the near future.

Practical implications – In the conclusion the paper advocates innovative approaches for hospitality education, and states that Canada should learn from international trends and become more innovative and competitive if it is to secure the industry’s future.

Originality/value – The paper draws on the vast experience in international hotel management of the co-authors. As the team of authors represents both industry and academia, this paper will be of immense value to students, educators, researchers as well as managers. The co-authors include a former president of the world’s largest professional association for hotel managers (HCIMA/Institute of Hospitality) and a former CEO of the world’s largest trade association for hotel managers (International Hotel and Restaurant Association).

Keywords International hotel industry, Challenges and trends, Hotel best practices, Innovation, Future, Practical solutions, Hotels

Paper type General review

The international hotel industry – the past and the present The past In the middle part of the twentieth century and shortly after the end of the Second World War, tourism exploded on the shoulders of the automobile and the commercial airplane. Previously unavailable methods of travelling for the masses were suddenly

The current issue and full text archive of this journal is available at

www.emeraldinsight.com/1755-4217.htm

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Worldwide Hospitality and Tourism Themes

Vol. 5 No. 2, 2013 pp. 151-163

q Emerald Group Publishing Limited 1755-4217

DOI 10.1108/17554211311314100

opening up business and leisure travel opportunities to the countryside, the cities, and fascinating foreign destinations. At this time, Conrad Hilton and Holiday Inns’ Kemmons Wilson were leading the way with their versions of institutionalized luxury, Wilson with a three star product for a two star motorised customer along the highways and Hilton with a four star product for a three star airline customer in the city centers. Private bathrooms, swimming pools and free soap were indeed revolutionary as the world emerged from the hardships of war and the shackles of limited travel experiences to get to know the world around them. European restaurants and French wine predominated and service was very formal. From the drafting boards of these two American pioneers came the foundations of the hotel chains of today: standards of quality, reservation systems, marketing systems, management and franchising contracts.

Europeans observed the evolution of branded hotels and scoffed at the thought, continuing on with their commitment to independent operations and poorly designed bathrooms. However, at the very root of their success was the realization that the hospitality industry needed educators and academic organizations. This notion gave birth to a series of world-renowned hotel and culinary institutions. From this pool of well-educated specialists came the first wave of international general managers, department heads and chefs, sous chefs, bakers and patissiers. All were spreading out through the world as the American chain portfolio expanded with brand names such as InterContinental, Sheraton and Hyatt into Asia, Africa, South America, with many German, Austrian and British general managers, Swiss food and beverage managers, and French chefs. International cuisine was slow to evolve, with the earlier American travellers seeking out hamburgers and hot dogs on their international trips while the British sought out fish and chips. As time progressed, travellers experimented with cuisines that had infiltrated their cities through immigrants, travelling palates became more sophisticated and hotel menus became more local – and vastly more authentic.

Until the 1960s, food and beverage occupied a minor position of importance in the minds of hotel operators. Often it was treated as a necessary evil, a service that should be available in case the guest should request it. The aim of food and beverage operations in hotels was to break even, if possible. The emphasis was on the rooms division, because this was where the profits were made. As long as one could fill rooms, the profit figures on food and beverage were relatively unimportant. This outlook changed gradually towards the 1960s. Hoteliers started wondering whether there were profits to be made in food and beverage. The answer appeared to be affirmative: after all restaurants, for which the only source of income was food and beverage sales, had made profits for years. In London and Paris, where eating out had been famous for many decades, hotel restaurants were often considered too expensive. Most London hotel guests went to restaurants instead of patronising their hotel’s food and beverage outlets. Improving profits and standards, cutting costs and marketing the food and beverage outlets in international five star city hotels seemed to be extremely difficult: it is, in fact, still a feat today (Kotas and Jayawardena, 1994).

During an interview the lead author had with a former general manager of the Dorchester Hotel in London, the interviewee expressed the opinion that “in Europe hotel management education and training mainly involves food and beverage operations, but in the USA priority is given to finance, marketing, computer technology and management. I think the best background for a general manager as well as a food

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and beverage manager is a blend of these two concepts of education and training” ( Jayawardena, 1993).

As the market experienced changes due to the growth of the transportation grid, it was also affected by the political climate. Borders softened and the Cold War warmed. Communism morphed into Socialism and suddenly some people were more equal than others. What had once been an industry of American patrons being served by European hoteliers was becoming a more balanced mix of international visitors being served, less formally, by locals eager to show off their cuisines, their traditions and their customs, one of which is a natural ability and sincere wish to serve and to please.

The present After 60 years of frenetic travel to every corner of the world, the hotel industry is now much more closely associated with entertainment. Often in premier international hotels, the general manager will be in the limelight, comparable to the captain of a ship, the conductor of an orchestra, or the star of a stage show. The general manager depends on the support of front of house employees (similar to the musicians and dancers of a stage show) and the back of house employees (similar to the sound engineers, lighting specialists, choreographers, stage managers and set designers of a stage show) to enhance the performance. The hotel manager also follows the directions of the hotel owners and operating company (similar to the producers of a stage show) and the manuals or guidelines set for each hotel operation (similar to the script and score of a stage show). The hotel general manager has to ensure that the hotel employee teams are motivated to satisfy most of the guests at the hotel (similar to the audience of a stage show). International hotel management is very similar to “showbiz”: it is hard work, requires a lot of practice and it is (well-planned) fun. Ultimately the success of a stage show or hotel’s operations is measured by the profits. The creativity and public relations skills of the general manager and his/her team have to be translated into profits. There is no formula that will work in all types or grades of hotels worldwide. Common sense and adaptability in using basic management principles seem to be the key for success. International hotel management, therefore, may be considered an art ( Jayawardena, 2000).

Compared to the mid twentieth century, today most hotel guests are sophisticated, well travelled, more demanding and not so easy to please. Their expectations have been sharpened and their tolerance for mediocrity has declined. There are no more two star or three star customers. Most business travellers stay in the luxury hotel categories while on expense accounts and fall back a notch or two when travelling on leisure. The days are past when hoteliers provided “service” in its most formal sense: they are now being asked to entertain, to provide or create an experience, a memorable experience and one which will result in either a return trip and/or on-going positive Tweets. International travellers today are far more diverse compared to those in the past. The domination of world travel by “rich Americans” has been challenged by the emergence of China and India as economic powerhouses with huge growth, and their middle-income communities have a pent-up desire to travel where previously denied.

During the last half-century, hotel owners have changed along with their guests. No longer are owners passive and serene, no more annual meetings with budgets rubber-stamped. Today most hotel owners are active, knowledgeable and very hands-on. A 30-year management agreements are being replaced with ten-year

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agreements. This trend more closely reflects the owner’s needs to sell in a shorter timeframe, but also allowing chains the luxury of judging the quality of the asset before committing to a longer term with an inferior property.

Unfortunately, it is generally the case that the worldwide hotel industry has been less than effective in the area of human resources recruitment, retention and development. Often, hoteliers make very little effort to attract talent to entry positions where they will be able to advance. The perception of the hotel industry in many industrialised nations is poor and employees who enter the hotel industry look at it as a bridge to a real job elsewhere. The inability to retain employees is partly complicated by the need for part-time employees and the occurrence of recessions every seven years or so, results in the downsizing of large chunks of future management.

The realization that the rooms division is where most profit lies, in comparison to food and beverage operations, has led to the emergence of the limited service hotel sector and multiple brands designed around apartments, suites, long-term stays and even airport pods. Mixed-use projects which combine condos with hotels eases the financing burden as does the evolution of timeshare and fractional ownership which impact both resort development and urban projects.

Trends in the international hotel industry Instilling an ethos of management The modern day hotel general manager is faced with challenges, which require a high degree of professionalism in order to overcome them successfully. Industry management associations seek to support managers throughout their careers, by providing clear pathways to continual professional development and by instilling an ethos of management to which all can subscribe. This creates the conditions in which hospitality managers are better equipped to act successfully in the key areas where developments will have the most impact on their roles. These key areas are:

. Environment.

. Technology.

. Human resources.

. Operations.

. Security.

In summary – Environment, Technology, Human resources, Operations and Security 0r “ETHOS”. Each of these areas present their own distinct and complex sets of challenges, which the modern day hotel managers cannot ignore if he or she is to be successful (McMillan and Rossiter, 2006).

International hotel management A dual blend of flair and processes is essential in creating a successful international hotel and delivering brand consistency. Local culture and history needs to be considered and styles of management adapted accordingly. Managers need to be selected based on compatibility of style to local environments and business culture. Managers’ commitment to training is required, as is an ability to empathise with the local workforce. Managers may need to work on behalf of their international corporation with local owners and they will require a range of personal as well as

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professional skills (Pantin, 2006). International hotel management is both rewarding and challenging. It is advantageous for a hotel executive to gain hotel management experience in his or her home country prior to holding similar positions in foreign countries. Work abroad may not appeal to all hotel executives. It is important for ambitious hotel executives to analyse their strengths and weaknesses, identify personal needs, set achievable and suitable career goals and plan a hotel career objectively ( Jayawardena, 2000).

The ABC £ 2 model for international hoteliers The lead author developed a model, called the ABC £ 2 model, which can aid in the transition to a new country for international hotel managers. Researching, understanding and respecting the “ABCs” of a region, country or local community is the key to successfully settling down in his or her duties as an internationally mobile hotel manager. The lead author has used this model for productive interactions in regions such as Asia, Europe, the Middle East, South America, the Caribbean and North America. A foreigner may not fully agree with certain policies, beliefs, or customs in a host country; but it remains important, to respect these and to avoid commenting on sensitive religious or political issues relevant to the local population. Fully understanding the ABCs of the host population quickly helps the foreign manager for settling into a new location and job comfortably ( Jayawardena, 2001) (see Figure 1).

Some best practices in international hotel management IS09002 in Jamaica. Quality is never an accident, and it has to be visioned, initiated, planned, delivered and monitored. Jayawardena and Campbell (2002) presented a case study based on the efforts of one of the leading business hotels in the Caribbean to attain ISO 9002 certification. They discussed the ISO certification in the context of quality assurance in hotels and emphasized that training and educating employees in this process is critical to its success. In this case study, the approach to employee training for ISO 9002 is assessed in relation to the backdrop of redundancies,

Figure 1. ABC £ 2 model for

international managers and educators working in

foreign countries

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prolonging union negotiations, increasing competition, decreasing profits and a re-branding process. The key to the success of training programs on aspects of quality assurance lies in management’s and the employees’ competence and commitment to making the process work. The training efforts, along with the commitment from management and staff resulted in Le Meridien Jamaica Pegasus becoming the first hotel in the Americas to achieve ISO 9002 certification.

A hotel school within a hotel in Guyana. Training is an on-going challenge internationally with companies often failing to invest in this crucial area. It is nowhere more important than in developing countries and it is an essential and socially responsible task of international managers to pass on their knowledge and develop their staff. An example of this was in Guyana, South America where the general manager of an internationally branded hotel created a local hotel school with support from his company and the government of the host country. He contributed to the success of both the company and the country and helped inspire people to learn and develop their careers. This is not altruistic; it is simply sound commercial sense. In the long run training delivers consistency and profit (Pantin, 2006).

A functional hotel school in Sri Lanka. A general manager of a famous 200-year old resort in Sri Lanka with 700 employees tested the functional hotel school model, which is presented in Figure 2. The International Hotel School of Sri Lanka located within the famous Mount Lavinia Hotel has produced some of the best hoteliers in that country during the last two decades. Its hands on approach to hotel management education coupled with real-life hotel experiences every day of the student life, including serving at 2,600-seat banquets, proved to be extremely beneficial to students. The main program offering includes short craft courses for employees, trainees and students and a two-year diploma program in hotel operations. At one point, this school also offered an executive diploma program with experts from around the world as presenters, for the benefit of the managers and executives of the host hotel, as well as for other hotels.

In-house virtual universities in the UK and the Caribbean. The most successful hotel companies nurture talent and initiate and execute excellent systems and processes. Even in developed countries, schooling is not preparing pupils adequately for the workforce and it is often incumbent on hotel management to make a difference. An example here is a hotel group in the UK that created a virtual university that took talented workers at all levels and shepherded them through often career-enhancing courses and degrees. Over 40 managers were promoted over three years internally, many coming through the in-house university, a facility generally regarded as the domain of major industrial companies and certainly not the norm within the hospitality sector (Pantin, 2006). A decade ago similar in-house virtual universities and business schools were established in the Caribbean with large hotel associations and resort companies such as Sandals.

Key external challenges 2011 and 2012 were marked by several external challenges, including flooding in Asia, earthquakes and tsunamis in Japan. The economic instability affecting many European countries and economic turbulence in North America. The struggle for hoteliers to gradually recover from the economic downturn continues. These efforts have not met with complete success. In fact, “export development faction with the underlying hotel experience, continues to deteriorate as hoteliers fall further behind

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guest expectations”, according to the “2012 North America hotel guest satisfaction index study” ( J.D. Power and Associates, 2012). The guest satisfaction index measured against seven key areas:

(1) reservations;

(2) check-in/check-out;

(3) guest room;

(4) food and beverage;

(5) hotel services;

(6) hotel facilities; and

(7) costs and fees.

“As the industry continues to recover and rates increase, hoteliers need to get back to the fundamentals and improve the overall guest experience,” said Stuart Greif, vice president and general manager of the global travel and hospitality practice at J.D. Power and Associates. “Charging guests more and providing less is not a winning combination from a guest satisfaction perspective, much less a winning business

Figure 2. Modules in the executive

diploma in hotel administration

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strategy. In short, hoteliers are falling further behind and need to catch up” (McLean, 2012).

Within the context of the current social climate and economic conditions worldwide, the following are five trends and best practices to consider.

Customer experience Often, customer service is disguised by the use of technology. The reality is that “there is less service provided by the staff and more service provided by the guest. This is evident in everything from making one’s own reservation, checking in, unpacking, making a telephone call, help yourself breakfasts, wakeup calls, used room service trolleys, hanging wet towels, market research disguised as a registration card. The term user-friendly has been accepted as a replacement for service” (McMillan, 2008). In addition, shortage of workers in the hotel industry results in hotels having insufficient trained staff to provide efficient, effective and customer centric service. Many of those who are employed are untrained and stay in the job less time. Redefining customer service and the important interactions with their guests is a must to review. Hoteliers need to better understand the factors that influence, differentiate and delight a customer during all stages of their travel experience: this is one of the keys to survival.

New global middle class As new economies develop and populations demonstrate an upsurge in their intent to travel, the hotel industry must develop business strategies to attract this new middle class. Stuart Lloyd, senior director for marketing and membership services, Pacific Asia Travel Association (PATA), echoes this sentiment. “Two words: middle class. Middle class is a strong indicator of travel intent, desire and ability. China is recording 25 million people classified as ‘middle class’ each year, and Indonesia will soon reach 60 million of its population deemed to be middle class. India, too, cannot be ignored for the same reasons” (Lloyd, 2012). As a result, hoteliers must learn how to attract this new demographic and find opportunity to partner in order to leverage the marketing budgets. Moreover, they must sensitise their staff about the cultural and other important differences of this group of these new international travellers.

Crisis management The financial instability of the Euro zone, the economic slowdown in North America, factors impacting the flow of oil and consequently its price and growth rates in markets like China, India and Brazil were just some of the issues that have impacted the travel industry. At the same time, Asia’s travel market has been growing steadily despite facing tougher market conditions and a global economic slowdown. According to the senior director of marketing and membership services at Pacific Asia Travel Association, “crisis is a constant these days [. . .] thanks to natural and geo-political causes. The travel industry needs to prepare itself and find ways to bounce back in a more timely manner without further punishing affected destinations” (Lloyd, 2012). This includes working with both government and the private sector to help mitigate these types of uncertainty. Therefore, hoteliers must have a risk management and crisis management plan to address these types of challenges.

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Technology, social media and customer service Technology continues to evolve and change the dynamics within the travel industry. Consumers find ways to better serve their needs and companies test new models to find the next great opportunity. As well, consumers are increasingly social and mobile. Smart-phones, tablets, e-readers are increasingly common among rising numbers of tech-savvy consumers. “Social” and “mobile” are not going away, so now more than ever, hoteliers and travel companies are required to keep pace. In addition, the use of social media and the numbers of people searching the web via mobile phone will continue to increase to unprecedented levels. “A recent Google white paper found the number of users researching travel via their mobile devices is expected to grow 51 percent in 2012. In Asia Pacific the case is equally compelling; over 15 percent are projected to book travel products and services via mobile by 2013. While hotel bookings made via a mobile in Asia are lower than elsewhere, this is changing rapidly. What is more, Asia has the largest number of mobile subscribers in the world (2.1 billion) with a forecasted growth of 50 percent by 2020” (Lloyd, 2012). “Travel searches are becoming more complex which focus increasingly on personalization and socialization” stresses Ali Yilmaz, head of Travel, Google Southeast Asia. When one searches for ‘hotels in Ho Chi Minh City’, for example, he or she will most likely will see colleague’s thoughts about a hotel on a review site, a college friend’s pictures on a photo web site or a business page of a local Vietnamese Travel Agency on Google Plus. So search results will become more personal, more social and most importantly more relevant” (Yilmaz, 2012).

Edward Perry, global senior director of social media, OTA partnerships and innovation projects, Worldhotels states that “in the past, social media has been treated as almost an experimental part of hotel operations. He predicts that hotels or hotel groups will seek to integrate social outreach into all aspects of a hotels business: sales, front desk, housekeeping, customer service, operations, food and beverage, etc. Social networkers will play an instrumental role in assisting team members to understand the role they plan on the social graph” (Perry, 2012).

Increasingly, the hotel industry is investing in social media analytics. However, Barbara Pezzi, Director Analytics and Search Optimization at Fairmont Raffles Hotels International states that “make sure to take into account savings in profit calculation but do not create or use intangible ‘made up’ metrics like the ROI of a Facebook ‘like’ or a twitter follower. It is a simple case of costs vs profits. If the investment is in dollars, then so must be the outcome, not followers, likes or clicks” (Pezzi, 2012).

Data management Most hoteliers and travel companies are accumulating data across multiple platforms. The amount of data created daily is 2.5 quintillion bytes, according to IBM (Grenville, 2012). Third parties are often used to help analyse stored information in data warehouses. The challenge to understand this information in a timely manner is a daunting task. The best practices and performance measurements that are easiest to communicate and measure are those that do not require a headquarters overhead or third party to deliver or monitor personally. The so-called “big data”, of which 90 percent was created in the past two years alone, now exceeds the processing capacity of conventional database systems. Clearly the volumes generated from mobile devices, social media, cloud computing and other sources call for action, but in our time-strapped world there is less time to process it. Correlating and organizing large

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volumes of data from different sources is undoubtedly a challenge, but once compiled, these data sources are hugely powerful. Most companies do not have a plan for extracting value from their data. “It’s like sitting above a seam of gold and not doing anything about it, because it seems too hard or too different from what hoteliers and travel companies currently do, but how can they afford to continue not to mine this asset?” (Grenville, 2012). Grenville recommends some do’s and don’ts:

Do’s

(1) Do have an analysis plan, before prior to diving into data.

(2) Do remember that data mining should be focused on tactics and ROI.

(3) Do get started, even with imperfect or incomplete information.

Don’ts

(1) Don’t look for the perfect model that explains everything.

(2) Don’t believe everything seen. Anomalies occur. If it doesn’t make sense, the data are probably erroneous.

(3) Don’t fall for the claim that social media tells the whole story. Remember that social media only represents the views of a vocal subset of customers.

(4) Don’t get pulled into endless data exploration. Not finding anything may mean that there probably is nothing.

Conclusions: future world trends It was predicted some 20 years ago that multiple hotel chains would eventually roll up into five major hotel groups, and while that has largely happened, it has not made the industry any easier to understand from a customer perspective. What are the differences, what are the unique selling propositions, and what are the preferred brands? Answers to these questions and others will likely become clearer through the evolution of the social networks. Star rating systems may disappear in time to be replaced by a system that enables a visitor to know if the room will be five star, the neighborhood or beach four star and the hotel restaurant three star. Today, the accommodation sector mainly comprises seven hotel segments:

(1) luxury;

(2) upper upscale;

(3) upscale;

(4) mid-scale full service;

(5) mid-scale limited service;

(6) economy/budget; and

(7) extended stay.

It is safe to assume that the factors that are likely to dominate the future of the international hotel industry will be:

. Technology.

. Asia.

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. Energy.

. Availability of labour.

. Demographics of the West.

There is no doubt that geographical space will play a large part in the travel plans of future generations, opening up huge opportunities for exciting places to work and live. Certainly places to visit will demand transient facilities, and floating hotels are already well advanced on the drawing boards.

The Caribbean landscape will change forever when Cuba is freed from the USA embargo, making it the only “drive-to” island in the Caribbean. Similar geo-political changes may well affect North Korea, Myanmar, Israel and the Palestinian territories. It might be painful but changes in the Euro Zone may see such countries as Greece, Spain, Portugal and Italy becoming more financially affordable and potentially hungrier for the average traveller and all of them are culturally advanced and with attractive potential for travel-starved Asians. Africa is emerging as a continent that wants to be seen and heard. The desert area in the North will be increasingly attractive to high-end tourism as will the safari industry which appeals more and more to aging and ecologically responsible baby-boomers. In Canada, dependence on the domestic market is a serious concern with limited growth potential available from a comparatively small population base. Canada’s tourism performance with respect to international arrivals has not kept pace with its competitors and has contributed to Canada’s decline as a destination from the world’s second place in 1970 to fifteenth place in 2010. Destination marketing is a critical component in the success of the tourism sector. As a result, the hotel association and hoteliers in Canada are endeavouring to understand cost effective ways in which they can attract and retain that ever increasing yet demanding travel clientele. These travellers are seeking the best value for their dollar and also measuring and evaluating their customer service. It is essential for Canadian hoteliers to learn from the past, understand the reasons for present challenges, and be aware of the international trends. Like most suppliers in the hospitality industry, the accommodation sector is expected to grow in 2012 and beyond. Tourist boards and country-based marketing firms such as the Canadian Tourism Commission (CTC) strive to attract foreign travellers to Canada in order get their share of the marketplace.

It is our view that the top five challenges facing the hotel industry worldwide now and in the foreseeable future are:

(1) Attracting employees due to a shortage of labour of approximately 10 million people worldwide.

(2) Reinventing the global borders to permit easy access to jobs.

(3) Modifying our DNA from a “service” culture to an “entertainment” culture.

(4) Educating government on the value of tourism and non-exportable jobs.

(5) Linking hotels and resorts directly to their local communities for sustainability.

The key solutions in preparing hoteliers to face these challenges are in the hands of innovative trend-setting hotel companies and hospitality educators who think outside the box. The hotel industry in Canada must learn from the international trends and best practices to become more innovative and competitive. This is vital to secure the industry’s future.

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