The 18th edition of the Global Lodging Forum is taking place right now at the Bristol in Paris. The two days of discussion are focused on the industry's hot topics, featuring keynote speakers, expert panels as well as exclusive presentations about the activity and the industry.
9h00 - Speaker: Speaker Mercedes Erra, President BETC, Executive President Havas Wordwide
"While only 40% of people trust governments to bring about a change, brands are adopting a new direction due to the position they are given today. They will lead the change if they are responsible, transparent and give importance to people."
10:00 - Panel: What is the role of innovation in brand differentiation?
"It is the quality of the men and women working at Mama Shelter that makes its strength," Serge Trigano, co-founder of Mama Shelter
"When we mention innovation to them, investors want to be sure that the hotel’s building can be taken over by another company if it fails," Christoph Hoffmann, CEO 25hours Hotel Company*
"People carry a new kind of baggage with them when they travel today: social networks. Twitter is not made for brand communication the way Facebook is: it is for more personal communication," Marco Fanton, Global Social Media director Melià Hotels International
"When talking about innovation, we often think of inventions and new technology but this is not always the case. Innovation can also mean changes in services and other areas," Olivier Harnisch, Chief Operating Officer, Carlson Rezidor Hotel Group
"In general we must simplify hoteliers’ demands in terms of technological installations so that solutions are simple and explicit for customers," Bernard Bastide, Marketing Manager Duilding Automation System, Legrand
11h45: Panel: Human resources: The General Manager, team leader to deliver customer experience?
"In the palaces, customer relations is like a patina acquired over time. It is important to learn to be close to customers without becoming familiar with them. As far as concerns the versatility of employees, each and every one must be mobilized for the end product in order to have an understanding of the importance of their work," Didier Le Calvez, general manager Le Bristol.
"Each director must breathe the brand and ensure that corporate values are his or her own. We are leaders before being managers," Christophe Laure, General Manager, InterContinental Paris Le Grand.
"It is extremely complicated to prepare students to be the leaders of tomorrow since we teach people of different nationalities and cultures and we are preparing them for a job that they will perhaps hold 10 years later," Christian Daujat, Academic Dean, Glion
"For our Bachelor's degree, after three years of school they will have at least fourteen months of practice either in France or abroad, thanks to our Marco Polo program," Henri Magne, Director International Development Vatel Group
"We have two criteria for choosing our students: passion for service and ability to distance oneself and respect the customer," Michel Rochat, Director, Ecole Hôtelière de Lausanne.
"Our employees are aware that they must offer high quality service at our properties. On the midscale segment the number of members of staff is limited but a smile and basics of service remain indispensable," Miroslav Forejtek, General Manager, Park Inn by Radisson Prague.
12h30: European Strategic Forum: From the label to the brand, have hotel groups sufficiently engaged in change?
"It is not absolutely necessary to be a planetary group in order to exist. If you succeed in creating a strong product on a market, than you have succeeded. You must be present where you exist as a brand," Jean-Gabriel Pérès, President & CEO, Mövenpick Hotels & Resorts
"It is very important that the people who sell our products are proud to do so. No budget can make up for this spirit because you can't sell what you don't like," Georges Sampeur, Chairman of the Board B&B Hôtels.
"Emerging markets are here to stay. For example, while the Ukraine is doing poorly today, Egypt is making a comeback. This is why it is important to have a balanced international presence: to limit risks," Wolfgang M. Neumann, President & CEO, The Rezidor Hotel Group
"Asset light is used most of all to reduce risks when a property is opened on a new, particularly emerging, market. It is nonetheless a volatile model and it is necessary to find the right balance," Puneet Chhatwal, CEO Steigenberger Hotels Group
"Global is not indispensable, it is possible to succeed with a regional brand if we are coherent with the customer promise and what we are bale to deliver," Sven Boinet, Group Managing Director, Accor
"We prefer to invest in distribution to develop our direct sales channels and try to avoid OTA commissions, rather than invest in communications," Pierre Denizet, Chairman of the Board GMI/Appartcity
"While only 40% of people trust governments to bring about a change, brands are adopting a new direction due to the position they are given today. They will lead the change if they are responsible, transparent and give importance to people."
10:00 - Panel: What is the role of innovation in brand differentiation?
"It is the quality of the men and women working at Mama Shelter that makes its strength," Serge Trigano, co-founder of Mama Shelter
"When we mention innovation to them, investors want to be sure that the hotel’s building can be taken over by another company if it fails," Christoph Hoffmann, CEO 25hours Hotel Company*
"People carry a new kind of baggage with them when they travel today: social networks. Twitter is not made for brand communication the way Facebook is: it is for more personal communication," Marco Fanton, Global Social Media director Melià Hotels International
"When talking about innovation, we often think of inventions and new technology but this is not always the case. Innovation can also mean changes in services and other areas," Olivier Harnisch, Chief Operating Officer, Carlson Rezidor Hotel Group
"In general we must simplify hoteliers’ demands in terms of technological installations so that solutions are simple and explicit for customers," Bernard Bastide, Marketing Manager Duilding Automation System, Legrand
11h45: Panel: Human resources: The General Manager, team leader to deliver customer experience?
"In the palaces, customer relations is like a patina acquired over time. It is important to learn to be close to customers without becoming familiar with them. As far as concerns the versatility of employees, each and every one must be mobilized for the end product in order to have an understanding of the importance of their work," Didier Le Calvez, general manager Le Bristol.
"Each director must breathe the brand and ensure that corporate values are his or her own. We are leaders before being managers," Christophe Laure, General Manager, InterContinental Paris Le Grand.
"It is extremely complicated to prepare students to be the leaders of tomorrow since we teach people of different nationalities and cultures and we are preparing them for a job that they will perhaps hold 10 years later," Christian Daujat, Academic Dean, Glion
"For our Bachelor's degree, after three years of school they will have at least fourteen months of practice either in France or abroad, thanks to our Marco Polo program," Henri Magne, Director International Development Vatel Group
"We have two criteria for choosing our students: passion for service and ability to distance oneself and respect the customer," Michel Rochat, Director, Ecole Hôtelière de Lausanne.
"Our employees are aware that they must offer high quality service at our properties. On the midscale segment the number of members of staff is limited but a smile and basics of service remain indispensable," Miroslav Forejtek, General Manager, Park Inn by Radisson Prague.
12h30: European Strategic Forum: From the label to the brand, have hotel groups sufficiently engaged in change?
"It is not absolutely necessary to be a planetary group in order to exist. If you succeed in creating a strong product on a market, than you have succeeded. You must be present where you exist as a brand," Jean-Gabriel Pérès, President & CEO, Mövenpick Hotels & Resorts
"It is very important that the people who sell our products are proud to do so. No budget can make up for this spirit because you can't sell what you don't like," Georges Sampeur, Chairman of the Board B&B Hôtels.
"Emerging markets are here to stay. For example, while the Ukraine is doing poorly today, Egypt is making a comeback. This is why it is important to have a balanced international presence: to limit risks," Wolfgang M. Neumann, President & CEO, The Rezidor Hotel Group
"Asset light is used most of all to reduce risks when a property is opened on a new, particularly emerging, market. It is nonetheless a volatile model and it is necessary to find the right balance," Puneet Chhatwal, CEO Steigenberger Hotels Group
"Global is not indispensable, it is possible to succeed with a regional brand if we are coherent with the customer promise and what we are bale to deliver," Sven Boinet, Group Managing Director, Accor
"We prefer to invest in distribution to develop our direct sales channels and try to avoid OTA commissions, rather than invest in communications," Pierre Denizet, Chairman of the Board GMI/Appartcity
