世界のホテル産業について global travel, hospitality and leisure insights
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Global hospitality insights Top thoughts for 2016 http://www.ey.com/Publication/vwLUAssets/ey-global-hospitality-insights-2015/$File/ey-global-hospitality-insights-2015.pdfTRANSCRIPT
GLOBAL Travel, Hospitality and Leisure Insights
Wednesday, January 6, 2016 Lloyd S. Nakano With a little help from
my friends Global hospitality insights
Top thoughts for 2016 The Things Global Hospitality Thinks About
Theyre NOT Your Traditional Inn-Keepers Anymore
Appetite for investment: the currentcapital climate Active Global M
& A in theHospitality Industry Outbound Investment from Asia
Seeking Operational Excellence;consolidation of 3rd-PartyManagement
Companies Lifestyle Lodging Products Chritical Success Factors for
NewLodging Brands Condominium Hotels Lessons Emerging Submarkets
within MatureLodging Markets Hotel Technology 2.0 Investment
Promotion Agencies Catalysts for Tourism Investment Mutual
Learning; the SharingEconomy and Lodging Industry Global Tax
Considerations Changes in Financial Reporting; theNew Revenue
Recognition Standard Who Are the Key Players? Are we in the same
room as they?
Who is driving Global Hospitality? Investors (REITs, Management
andBrand Operators, 3rd PartyManagement, speculators,sovereign and
wealth funds,Developers, Governments) Globally, TH&L has become
a hugepeacetime economic driver Infrastructural master-planningnow
routinely include hotels, andother transient accommodations Who are
the key Frontline Executives? Managing Director General Manager
Financial Controller Rooms Division Operations Director Sales,
Marketing, Revenue Mgmnt Food & Beverage Customizers and
Standardizers Whos Behind the Scenes? Who is Managing the
Managers?
Stakeholders: 3rd Party Management Companies Investors &
Shareholders Global NGO/Agencies Major Hotel Management
Cos.(Franchiser or Management Ctct) Owners Real Estate
Professionals Asset Managers Hospitality Management Finance Asset
Light Managing notOwning Operational and Local Expertise
Franchising / Franchisee Fee-based Operations (Royalties)
Specialist Experts i.e. Luxury,Resorts, City-Center, APO Soft
Assets (Human Resources) Thriving on Demand! Who are these
people?!?
The Brand (Management Company) Marriott (Marquis, Ritz-Carlton,
Courtyard, etc.) Starwood (Sheraton, Westin, W, St. Regis,
LuxuryCollection, etc.) Intercontinental Hotels (Holiday
Inn/Express) Accor (Mercure, Ibis, Sofitel, Novotel, etc.) now
alsoFairmont, Raffles, and Swisshotels Hong Kong Shanghai Hotels
Mandarin Oriental Hyatt Hotels & Resorts Park, Regency, Grand,
etc. Asian Connection: Mandarin, Shangri-la, Peninsula,New
World/Rosewood, Aman Courtyard, Doubletree, Hyatt House, Como Etc.,
etc. The Customer Millennials (but Boomers, too!) Asia, Middle
East, Africa, BRICS Technology-savvy Design Classic, Contemporary,
re-casted Improving & Balanced Global Wealth Emotion Authentic,
Immersive, and CuratedExperiences (wineries, spas, etc.) Desire for
Better, More, Quality, indulgence collectmemories (not stuff)
Rising expectations, a new middle-class, re-calibrationof value
(China, South Asia) Deepening the experience of Place, Time
Changing Values, Expectations, Hopes The Marriott Starwood Deal
Analyzed Globalization of Hospitality
What does it mean? Winners and Losers Great news for investors, but
unfortunately not for Starwoodhotel guests and employees Career
Disruption (or Opportunity) We are committed to what is best for
shareholders. (BruceDuncan, Starwood) Employees and Guests are not
the focus Industry consolidation is aimed at increasing investors
profitsor killing a competitor Every major hotel chain has devalued
its rewards program Redundancy and Consolidation Asset Disposition
Re-branding, co-branding, confusion What Happened? Marriott
(NASDAQ: MAR) and Starwood (NYSE: HOT) merged 5,500 hotels with 1.1
mil. Rooms Worlds largest hotel company. Starwoods lifestyle brands
and international footprint Marriotts luxury and select-service
tiers, convention andresort segment Fifteen Brands The merged
company will offer more choices for guests,greater opportunities
for associates Unlock additional value for Marriott and
Starwoodshareholders. Spin-off of Vistana to Interval Leisure (+ $
7.80 per share) Starwood shareholders receive 0.92 shares of
Marriott (total37%) plus $ 2.00 per Starwood share. Buzzwords Worth
Remembering!
(Deloitte) Travel, Hospitality, & Leisure (THL) Millenial 21 to
35 Asset Light Brand Footprint Brand Engagement Loyalty (CRM)
Sharing Economy Disruption Globalization of Products &
Production (cookie-cutter) Economies of Scale Rule of Law
(Normalization) Situational Awareness Technology Drivers Mobil
Social Interactive Live time Innovative Ubiquitous Accessibility
Standardized Marketing Mix Feasibility Studies
(financial,political, environmental, currency,HRD, religion,
design) Thriving on Demand! The Brand does make a difference!
Continued Record Revenues andProfits through 2016 Globally A Soft
Landing in 2017 evenlonger for certain economies $ 550 billion USD
in 2016 ($457 in % increase) 10 Global Hospitality Trends In Hotels
&Resorts Axis Consulting -
What it means for Consumers: Less Real Service High Employee
Turnover Highly Involved Owner Groups Multiple Brands/No
Differentiation 3rd Party Management Companies Relative Luxury
(Premium Economy) Accreditive Hotel Name Inconsistent Quality
Revenue Maximization (Profit over BrandPromise/Delivery) Erosion of
Formality The Bright Side of Bad Developments: Hybrid Experiences
Entertainment Friendlier more Casual Environment Profitable
Investment, quick returns Less Consistency, more surprises;
butspontaneous customization More Enjoyable/challenging Jobs
Transparency, Consumer Activism Better, healthier long-term results
Sustainability and Variety Reduced Poverty better life Quality
Diversity and Global Opportunities The Industrys Biggest Challenge!
Why They Leave What Can Make Them Stay How Do They Do it? Service
Delivery Blueprints Building the Brand
Blueprints provide a means of communicationbetween operations and
marketing and canhighlight potential problems on paper before
theyoccur. A depiction or map that accurately portrays the service
systemso everybody can see it in the same way Stakeholders Breaks
down service into logical components and depicts thesteps in the
process, how the tasks are executed and theevidence of service as
the customer experiences it. ( Interpreted from
Thomson-Southwestern copyright 2003 Building the Service Delivery
Brand Blueprint
Step 1 Identify the process to be blueprinted Step 2 Identify the
customer or customer segment Step 3 Map the process and tools
needed from the customers points ofview Borrowed from
Zeithaml-Bitner, McGraw-Hill, Irwin Building a Service Delivery
Blueprint
Step 4 Map contact employee actions, onstage and backstage,and/or
technology actions Step 5 Link contact activities to needed support
functions Step 6 Add evidence of service at each customer action
step. Borrowed from Zeithaml-Bitner, McGraw-Hill, Irwin 2003 Case
Study Non-Hospitality Service Delivery Blueprint:Express Mail
Delivery Service Sample
PHYSICAL EVIDENCE Truck, Packaging Forms, Hand-held Computer,
Uniform Truck Packaging Forms Hand-held Computer, Uniform Customer
Calls Customer Gives Package Receive Package CUSTOMER Driver Picks
Up Pkg. (On Stage) Deliver Package CONTACTPERSON (Back Stage)
Customer Service Order Airport Receives & Loads Fly to Sort
Center Other Dispatch Driver Load On Truck Fly to Destination
Unload & Sort SUPPORT PROCESS Load on Airplane Sort Packages
Other Other Borrowed from Zeithaml-Bitner, McGraw-Hill, Irwin
copyright 2003 Sample Overnight Hotel Stay Service Delivery (note)
I. T
Sample Overnight Hotel Stay Service Delivery (note) I.T. needs in
Each Step Hotel Exterior Parking Cart for Bags Desk Registration
Papers Lobby Key Elevators Hallways Room Cart for Bags Room
Amenities Bath Menu Delivery Tray Food Appearance Food Prep. Bill
Desk Lobby, Front Staff. Exterior Parking PHYSICAL EVIDENCE Arrive
at Hotel Give Bags to Bellperson Call Room Service Check out And
Post-dep. Pre-Arrival Go to Room Receive Bags Sleep Shower Receive
Food CUSTOMER Check in Eat (On Stage) Greet and Take Bags Process
Check Out/ Follow-up Process Registration Deliver Bags Deliver Food
CONTACTPERSON (Back Stage) Take Bags to Room Take Food Order
SUPPORT PROCESS Registration System Prepare Food Registration
System The Ritz-Carlton Hotel Company, L.L.C
Gold Standards Our Gold Standards are our foundation. Theyencompass
the values and philosophy by which weoperate and include: The Credo
The Motto The Three Steps of Service Service Values The 6th Diamond
The Employee Promise 23 Four Seasons Hotels and Resorts
Isadore Sharpe, Chairman Four Seasons Hotels and Resorts Automate
thePredictable So you canhumanize theExceptional! and the Brand
Proposition 24 International Hotel Investment Forum (IHIF) March
7-9, 2016 Berlin, Germany
Each year, the most influential players in the international hotel
industry meet in Berlin for the International Hotel Investment
Forum (IHIF). IHIF consists of a variety of networking events, a
comprehensive educational programme and an exhibition. The leading
companies within the industry use IHIF as an important platform
from which to do business. For companies that want to get into the
lucrative hotel investment business, IHIF is an invaluable
introduction to the industry. IHIF 2014 was a tremendous success,
again attracting over 2,000 people from over 73 countries including
more Investors and Owners and Global Hotel Chain CEOs than ever
before. HOTEC Operations & Technology April 11-13, 2016 Austin,
Texas Crafted specifically for professionals in the operations and
technology sectors of hospitality, HOTEC Operations &
Technology brings decision-makers from hotels, cruise lines,
management companies, purchasing firms, and more face-to face with
suppliers representing innovative products and services. We welcome
domestic and international buyers and vendors, offering expansive
exposure and a truly global perspective. Asia Pacific Hotel
Investment Conference (APHIC) May 25-27, 2016 Bangkok, Thailand The
Asia Pacific Hotel Investment Conference, an IHIF Summit, will
return to Thailand for a third year. The APHIC together with our
key partners will present an opportunity for you to gain access to
new projects and contacts of over 400 hotel owners/investors,
operators, developers, policy makers, design/architect, master
planners in Asia Pacific. Whether you are an Asian investor looking
to diversify, or a global investor looking for high yield growth
opportunities, APHIC provides you with the perfect platform to seek
your next deal. Hotel Management Thailand Summit (HMT Summit) May
24, 2016 Bangkok, Thailand The leading conference in Thailand that
directly addresses all operational/management challenges, Hotel
Management Thailand Summit provides a platform for hotel executives
from both corporate level and property level to discuss key
operational, branding and financial issues directly impacting
corporate and property P&L.CEO, COO, CFO, VPs, GMs, Financial
Controllers, and executive committee members will gather to
strategize and debate on essential topics including brand equity,
cash-flow management, cost control, innovation and staff retention
and development. Industry leaders will share their best practices
and recommendations with their peers. Hotel Technology Conference
Singapore (Hotel Tech) TBD
Hotel Technology Conference Singapore (Hotel Tech) TBD The Hotel
Technology Conference is Asias only dedicated platform for hotel
CIOs, CTOs, Information Officers and E-commerce Directors to
discuss how existing and emerging technologies can support and help
grow new revenue sources, improve operational efficiency and
enhance customer service standards. North America Hotel Investment
Conference TBD The North America Hotel Investment Conference
(NATHIC) is the leading meeting place for senior-level hospitality
investment professionals. Brought to you by Hotel Management and
the International Hotel Investment Forum (IHIF), NATHIC is topical
in nature and pertains to important topics to the hospitality
industry in a timely manner. Each year, NATHIC delves into the
issue most relevant to senior-level hospitality investment
professionals and allow them to learn from industry leaders and
experts during educational sessions.