After going “asset light”, are hotel champions bound to disengage from employment?
The financial valuation of the main hotel groups worldwide has evolved positively over the last few months, but the rise of digital players in tourism has been even faster. In addition to their strong growth and high valuation, these emerging players are characterized by their moderate consumption of resources. This puts pressure on traditional players whose performances are increasingly challenged by investors. Whereas hotel groups have already almost completely disengaged from real estate, this is not (yet?) the case with labor. Although the “servuction” process will always be part of hotels’ core business, will the major hotel groups resist the growing temptation to pass the burden of personnel costs on to others?
Quid du futur de l'emploi dans l'hôtellerie ?