1. Differential factors between properties
Location
Comfort
Type of clients
Technology
Aptitudes
Availability …
Different brands will position themselves according to the differential factors required by the market
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Kwadrys - CaPp 1

2. non negociable factors for a property
Cleanliness
Eficiency
Security
Accuracy
Honesty
Attitude
Spirit of service
Engagement …
These are non negociable actions or behaviors that determine a company culture
The Company Culture is a promise of quality that all the stakeholders need to endorse towards all publics
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Kwadrys - CaPp 2

3. Luxury experiential success through individual actions
clients
owners
associates
LUXURY IS INTANGIBLE … IT IS A FRAME OF MIND THAT IS ACTIVATED THROUH BEHAVIORS AND TARGETTED ACTIONS !
30/04/2019
Kwadrys - CaPp

4. DYNAMIC TEAM MODEL (TUCKMAN MODEL)1
FORMING 2
STORMING 3
NORMING 4
PERFORMING
TEAM MEMBERS
FORMING:
Allow each onne to meet and find common traits with each other
STORMING:
Let differences and diverging views be exposed with empathy, fairness and goodwill
NORMING:
Identify complementarities and build a team dynamic based on trust, group identity and efficiency
PERFORMING:
Have everyone participate and share to each success leading to the performance plan

5. LEADERSHIP & COMMUNICATION STYLE
RELATIONSHIP WITH OTHERS
PEOPLE
PARTICIPATIVE (CONSIDERATE)
Share ideas
Ease public speaking
PERSUASIVE (SYSTEMATIC)
Explains decisions
Convince to endorse
DELEGATIVE (SPIRITED)
Delegate decisions and executions
Process control
DIRECTIVE (DIRECT)
Give clear instructions
Control results
SHARED DECISIONS
IMPOSED DECISIONS
FACT
DECISION TAKING

6. COMMUNICATION MODEL The more you say the less is remembered
Be specific and focused

7. regular – accessible – multiple
KEY OF SUCCESS
Communicate the 5 WH
communication needs to be:
regular – accessible – multiple
who = a manager, an employee… according to type of communication
what= inform or explain…
(to) whom= an employee, a manager… or others
where= intranet, memo, meeting, informal gathering … according to needs
why= convince to adhere
Analyse
Reflect
Action
Inform
Explain
Convince
adhere

8. INDIVIDUAL MOTIVATION
Motivate a team member
Valorise
Feedback
constructive criticism
delegate
active listening & Questioning
Objectives
&
Missions
2 tools for the manager

9. 8 BASIC STEPS TO CONSIDER WHEN DRAFTING A PR PLAN
DEFINE THE OBJECTIVES AND MESSAGE TO BE REACHED
DEFINE THE MESSAGE TO BE GIVEN
QUANTIFY YOUR OBJECTIVES TO BE ACHIEVED
WHAT ARE YOUR TARGET AUDIENCES
ESTABLISH A SCHEDULE THAT FITS YOUR OTHER MKT PLAN & ACTIONS
IDENTIFY YOUR POTENTIAL COMMUNICATION CHANNELS
ESTABLISH A PROMOTIONAL BUDGET PER CHANNEL
PROMOTIONAL BUDGET PER CHANNEL

10. HOW TO DEAL WITH MEDIA INTERVIEWS
Take Control of The Interview By Suggesting An Agenda For The Meeting to the Press & Analysts Follow an agreed Presentation Format. Test To Determine Knowledge or level of understanding PR Work With Media And Analysts Is Like Selling Provide A Context In Which To View The Product/Service Defer To The Proper Spokesperson On Unfamiliar Topics Always Focus On Communicating A Few Key Messages
Do not make the reporter feel he is wasting his time
Be Prepared For Possible Objections
Use Visual Aids To Make A Point Whenever Possible
Avoid The Use Of Acronyms Whenever Possible

Never Comment On Your Competitors And Their Products Unless Specifically Asked.
Encourage Follow-Up Activities Or Meetings.
Use Real Case Examples Whenever Possible

Nothing Is Off The Record

Don't look for just "ink" and do not call a reporter on deadline

11. What Generations are active today ?
CIVICS up to
BABY BOOMERS – 1964
GEN X – 1980
MILLENIALS (GEN Y) – 1997
GEN Z – 2013
GEN ⍺ and after
WHICH GENERATION
DO WE CATER TO ?

12. BABY BOOMERS 1930 – 1964 … AND BEFORE
LOYAL TO BRANDS
DESIRE HUMAN OR FACE TO FACE CONTACT
SEEK SAFETY AND SECURITY MAINLY
ARE WILLING AND LIKE TO EXPERIMENT WITH TECHNOLOGY … BUT NOT TOO OFTEN
THEY ARE THE BUILDING BLOCK CLIENTELE OF CHAIN HOTELS
baby boomers hotel chains ….

13. GEN X 1965 - 1980 CAN BECOME LOYAL TO BRANDS VALUE INDIVIDUALITY
SEEK COMFORT AND FULL SERVICE MAINLY
THEY NEED TECHNOLOGY FOR ALL ASPECT OF LIFE
THEIR TRAVELLING HABITS SUPPORTED THE AGGRESSIVE EXPANSION OF CHAIN HOTELS OVER THE LAST 30 YEARS
gen x favorite hotels …..

14. MILLENIALS (GEN Y)
HIGHLY UNLIKELY TO BE OR BECOME BRAND LOYAL
SOCIAL MEDIA SOCIABLE
SEEK STYLE AT AN AFFORDABLE PRICE – VALUE FOR MONEY
THEY ARE ADDICTED TO TECHNOLOGY
THEY ARE A CHALLENGE FOR ESTABLISHED CHAIN HOTELS AND BRING THE PROMISE OF A NEW CHAIN BUSINESS LANDSCAPE
millenials preffered hotels ……

15. GEN Z
GEN ⍺ and after
THEY HAVE IT ALL BUT OWN NOTHING DUE TO RISING LIVING COSTS.
VALUE EXPERIENCES, EMOTIONS AND ENVIRONMENT FOCUSED
TECHNOLOGY EXPERTS
WANT TO BE PART OF THE DIALOGUE IN HOTEL DESIGNING
ENIGMA FOR HOTEL CHAINS
gen z hotels ?????
LIKELY TO BE FOCUSED ON NEW EXPERIMENTS/EXPERIENCES
LIKELY TO BE HIGHLY EXPERIENCED IN TRAVELLING AND TECHNOLOGY
LIKELY TO SEEK NOVELTY THAT THEY CAN CREATE AS THEY CAN ACCESS ANYTHING, ANYWHERE, ANYTIME
TECHNOLOGY WILL BE AN ESSENTIAL FOR LIVING, JUST AS WATER, AIR AND FOOD.
HOTELS WILL HAVE TO RETHINK ENTIRELY THEIR PURPOSE, OFFER AND PRODUCT
gen ⍺ hotels

16. The 6 thesis of the Lausanne report

17. SEVEN ESSENTIALS STEPS FOR BOOSTING INNOVATION IN A TEAM
Inspiring leadership
resources / goals / vision / inclusion / encouragement
Customer-led thinking
needs / expectations / desires – stated and unstated
Innovation culture
everyone is involved / recognition / no failure / training
Enabling structures
defined process / structured reporting / perpetual flow
Ideas selection and short listing
incremental and disruptive / high and low risk / run through customer feedback
Idea ownership
define ownership for resources / prototyping / piloting
Go to market
Branding / operating / improving

20. HUMAN RESOURCES HIRING RIGHT THE FIRST TIME HAVE A GREAT
ONBOARDING PROCESS
RETENTION OF YOUR VALUED EMPLOYEES
EMPLOYEE ENGAGEMENT RECOGNITION AND SPIRIT