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Differential factors between properties

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Presentation on theme: "Differential factors between properties"— Presentation transcript:

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 30/04/2019 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 30/04/2019 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

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


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