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Economic crisis: are the hoteliers well prepared?

2 min reading time

Published on 03/12/09 - Updated on 17/03/22

A group a six managers of hotel groups, gathered at the Fouquet’s Barrière Paris, have accepted to share their views on the consequences of the crisis in every field of activities in the hotel industry: extracts

Georges Sampeur, President and CEO of B&B Hotels:

When hotel chains were first being developed, real estate, ope-rations and brands were all handled together. Then real estate and operations were separated. The next step will be an even more distinct division of the three, with a possibility of merging owners and managers who will chose a hotel brand together. These brands will be under greater pressure to produce results. 10-to-15 year contracts will thus have to be more flexible.I told my staff: this crisis is the .nest marketing campaign we could ever imagine. Clients will come discover us from of upper segments. By anticipating changes in customer behavior with a designer economy offer, we were in some way ahead of the crisis. Today we are bene.ting from it with our RevPAR that is up by 3.5% on the .rst nine months of the year.William Morris, Managing Director UK and Ireland InterContinental Hotels Group: Our current occupancy rate is basically the same as it was prior to the crisis. But we were forced to change the type of business that comes to our hotels. We have more leisure clientele and groups. We were also expecting downgrades that would bene-.t Holiday Inn Express. But that did not happen. Crowne Plaza clientele continued to stay at Crowne Plaza thanks to our loyalty programs.Puneet Chhatwal, Senior Vice President Development at Rezidor Hotel Group: All crises are different and this one is different for its magnitude. Many things will change and for the better. The midscale will clearly have to position itself clearly, either towards the upscale or towards economy. New relations with owners will be established with the latter no longer wanting variable rent and hoteliers no longer wanting fixed rent.Jean-Philippe Dubs, Deputy Managing Director Louvre Hôtels/Golden Tulip : We had very good margin despite the crisis with an increase in net productivity by 10%. In terms of Revenue management, we have a distribution policy that is very important to us. Our centralized PMS allows for real time inventory control and immediate reactivity. Our franchisees wish to have this application. Jean-Luc Chrétien, Executive Vice President, Accor Hospitality Marketing and Distribution: I expect to see three major changes in the future. First of all, a shift from Revenue management to CRM, Customer revenue management, with increased customer recognition during the reservation process. Then reinforcement of strong brands that generate customer satisfaction. Finally the change in the hotel manager's role as he increasingly relies on the network's expertise for making decisions that are shared better and fed with all the information available.André Witschi, President and CEO Steigenberger Hotels:

Accor

Accor

Hotel Group

  • Accor France
  • Offres d'emplois 34 currents job offers
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B&B HOTELS

B&B HOTELS

Hotel Group

  • B&B HOTELS France
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InterContinental Hotels Group

InterContinental Hotels Group

Hotel Group

  • InterContinental Hotels Group United Kingdom
  • Offres d'emplois 68 currents job offers
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Louvre Hotels Group

Louvre Hotels Group

Groupe hôtelier

  • Louvre Hotels Group France
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