HoteliersGuild Academy of Hospitality Arts | Concept Paper by Selected Hotels Promotion L.C. | CHC CoutureHospitalityConcept

Academy

oteliersGuild

of Hospitality Arts

Frank M. Pfaller

Lindsey Ueberroth

Sonu Shivdasani

Prof. Dr. Henri Kuokkanen

Prof. Dr. Sowon Kim

Prof. Dr. Willy Legrand

Prof. Maribel Esparcia Pérez

UNITED BY THE ART OF HOSPITALITY WE ARE JUST AS CONVINCING AS OUR ACTIONS. Brenda Collin

Founder Frank M. Pfaller President | HoteliersGuild Co-Founder & Ambassador Lindsey Ueberroth CEO | Preferred Hotel Group Lead Partner Brenda Collin EVP Europe | Preferred Hotels & Resorts International Ambassador Sonu Shivdasani | CEO SONEVA Founding Partners Prof. Dr. Sowon Kim | EHL Prof. Dr. Henri Kuokkanen INTSTITUT PAUL BOCUSE Prof. Dr. Willy Legrand International University of Applied Sciences Prof. Dr. Burkhard von Freyberg University of Applied Sciences Munich Prof. Maribel Esparcia Pérez European Sustainable Hospitality Club Frances Kiradjian Founder & CEO | BLLA Valentina deSantis Owner/Operator | Grand Hotel Tremezzo Assia Riccio CEO | Evolvein’Women Bill Bensley CEO | BensleyCollection Jason M. Friedman Managing Director | J.M.Friedman & Co

15.06.2021

Dear Friends & Colleagues,

The COVID-19 pandemic led to an abrupt change in routines and living conditions around the world. This public health crisis reinforced a number of systemic inequities that have led to a) the world population as a whole having to confront universally diﬃcult truths, and b) our hospitality industry having to realign and think about realigning in the post-covid era.

HoteliersGuild had already communicated from the beginning that we would not go dark in these diﬃcult times. On the contrary, we wanted to be among those individuals, associations and companies that oﬀer resilient and creative responses and perspectives, as well as creating meaning during COVID-19.

The results so far speak for themselves and are something to be proud of:

•

the founding of HoteliersForGood with excellent pro-bono oﬀers from our industry leaders, also available to non-members,

•

our ForumOfDialogue with supportive contributions from some of the most respected hospitality capacities in the world

•

EXTRAVAGANZA Volume I | Volume II | Volume III the first global Virtual Gourmet Safari, supported by world renowned Chefs*ﬀes e.g. Elena Arzak & Angel León, Sophie Pic, Antonio Bachour etc. etc.

•

…and of course the founding of the trailblazing LeadingHôtelières chapter with @Lindsey Ueberroth as Co-founder, @Xenia zu Hohenlohe founder Chairlady and @Prof. Dr. Sowon Kim as Co-chair, with @Sue Harmsworth, founder of ESPA, @Prof. Dr. Willy Legrand, International University of Applied Sciences, and @Prof. Dr. Henri Kuokkanen, INSTITUT PAUL BOCUSE on the Advisory Board.

Rocco Bova CEO | MyHumbleHouse Joseph W.Y. Chong Regional Vice President, Asia Managing Director, The Peninsula Hong Kong Philippe Clarinval, MIH, MBA GM | Carlton, St. Moritz Lars Wagner GM | Hôtel Beau-Rivage Genève Paul Bruce-Brand GM | Ellerman House CapeTown Petra Deuter CEO | New Brand Duncan Palmer MD | The Beaumont Alain Bachman GM | Coquillade Provence Resort Anni Hood CEO | WellINTELLIGENCE Yasmine Mahmoudieh President | Y-Hotel Florian Werner Owner/Operator | Arlberg Hospiz Hotel Supporting Partners Costas Christ CEO | BeyondGreen Robert Richardson FIH CEO | Institute of Hospitality Philipp Weghmann | VP & Global Brand Leader, The Luxury Collection Dr. Andreas Lindner Managing Director | HECOSOL GmbH Media Partners Hamish Kilburn & Katy Phillips Hotel Designs | Forum Events & Media Group Heleri Rande Partner | ThinkHospitality

And now - introducing the founding of HoteliersGuild Academy of Hospitality Arts! In April, I floated the idea to found an academy to a selective circle of members. Based on feedback received from one of our lead academic members and seconded by others, we decided that the time is ripe for the establishment of an academy with the principle “Adapt to today... and look for a better tomorrow!”

The underlying notion for the Academy: Taking HoteliersGuild to the next level In April we proposed to a selective group of members to use the resulting motivation and new exciting connections to make sense of current events by applying original thinking across domains, by

• USING THE EXISTING HG INFRASTRUCTURE AND ITS STRATEGIC ALLIANCES TO CREATE AN HG ACADEMY • REFOCUSING AND REDEFINING OUR RAISON D'ÊTRE; and • FORMING A CORE TEAM/TASK FORCE OF HG COLLEAGUES TO COMBINE THE EXISTING OUTSTANDING EXPERTISE OF MALE & FEMALE MEMBERS BUILDING ON THE SOMEWHAT MODIFIED 4 PILLARS OF THE LeadingHôtelières CHAPTER Initial consultations with some long-established members and strategic partners have generated significant interest and many questions & suggestions. A number of commitments were immediately obtained. Lindsey Ueberroth, CEO PreferredHotelGroup, has in the meantime accepted to become the academy’s Co-founder and main supporter, and Sonu Shivdasani will act as its International Ambassador! Intended Structure We intend to put the academy on 4 Pillars 1. Diversity&Social Responsibility and Mentoring | Education/Diversity, Black&Ethnic Minorities | Mentoring - Bridging academia and operators | Research & Publish on Yearly Target Topics & Demonstrate Progress - implement & test results in member hotels

2. Sustainability in DEVELOPMENT - architecture&design via our Architects Chapter BUSINESS MODEL&MANAGEMENT - supported by our hoteliers members -, staﬀ motivation & training and post-covid marketing techniques

3. Wellbeing/living & Responsible Travel - creation of an education hub that provides research, insights and gathers wellbeing related market evidence that makes the case for business investment and human advantage. Connect it to our strategic alliances with ResponsibleTravel platforms.

4. Academy Award Concept for current & future hospitality leaders under the umbrella of the International HoteliersGuild Hall of Fame - details to be confirmed.

We are now planning round table talks and will keep you updated.

Thank you for your ongoing support and we welcome your comments and suggestions!

Warm regards and Stay Healthy & Confident!

Frank

HOSPITALITY IS IT AN ART? OR A SCIENCE? OR A MIXTURE OF BOTH? The hospitality industry has been evolving into a much more scientific industry for several years. The combined impact of shifting demographics and new technologies are the primary catalysts for this metamorphosis. The Internet provides consumers an opportunity to think of the hotels as commodities. The many changes occurring today are proof positive that this industry is no longer limited to being an “art.” We have officially moved into the John Naisbitt coined “hi tech, hi touch” world. Led by revenue management, but now including distribution channel management, social media marketing, Web 2.0 or 3.0 – call it what you like and more – this industry has been transformed.

FORUMOFDIALOGUE SERIES

CALL FOR ENGAGEMENT from Lindsey Ueberroth CEO of Preferred Hotels & Resorts Co-founder & Ambassador LeadingHôtelières

HoteliersGuild

“

Dear esteemed Colleagues and Members of the HoteliersGuild,

I wish we could all have been in person for the inaugural Round Table meeting to discuss the vision and next steps for The HoteliersGuild, the LeadingHôtelières chapter and The Academy of the Hospitality Arts. Your participation, shared passion, experience and insight will take the HoteliersGuild to the next level and help our industry not only recover from this challenging period in history, but thrive thru the innovations outline in the vision for the HoteliersGuild Academy of Arts.

Individuality is at the core of the Preferred brand, and we celebrate all forms of diversity. I am proud to share that I’ve doubled down on my commitment to this key value by co-founding LeadingHôtelières, part of the HoteliersGuild community with Frank M. Pfaller, that has a mission of promoting gender equality within the hospitality industry Frank has brought together an incredible group of world renowned Hospitality leaders and institutions that have the ability to create the change we all are excited to work towards and champion. I look forward to meeting all of you and working together to make this a reality. With much gratitude and appreciation, Lindsey

“

OUR M

CREATE AN EXCHANGE SPACE FOR ACADEMICS (RESE HOSPITALITY INDUSTRY LEADERS

TRANSLATE ACADEMIC RESEARCH FOR PRACTITIONER

ORGANISE JOINT ACADEMIC/HOTELIERS WEBINARS W

CO-DESIGN PROJECTS WITH ACADEMIC INSTITUTIONS EDUCATE FUTURE LEADERS OF OUR INDUSTRY

CREATE A PLATFORM FOR INDUSTRY LEADERS AND P VALUABLE RESEARCH AND THE KEY FINDINGS

IMPLEMENT, TEST-RUN RESEARCH FINDINGS IN SELEC THE INDUSTRY

MISSION

EARCHERS, TEACHERS) HOTELIERS AND OTHER

WITH SPECIFIC TOPICS

S TO SOLVE ISSUES OF THE HOSPITALITY INDUSTRY

PROFESSORS TO COME CLOSER AND SHARE THE

CTIVE HOTELS AND MAKE THE RESULTS AVAILABLE TO

- 20.10: Establish heads+ members for the 3 focus groups. Mostly for Frank to contact industry, but we also need an academic side for Team Wellness. I don’t have anyone in mind right off the bat, but I will think. Let me know if you think of anyone. - 10.11: Organize a meeting for each focus group to choose its primary aim (of the 5 themes from Sowon) - 19.11: Next Academy meeting with the 3 focus groups

Founders | Cofounder | Coordinator

Frank M. Pfaller | Lindsey HoteliersGuild | Ueberroth | President Preferred Hotel Group | CEO

Brenda Collin | ESVP | Preferred Hotels & Resorts

Founding Partners | Academia

• EHL | Prof. Dr. Sowon Kim

• IU International University of Applied Sciences | Prof. Dr. Willy Legrand

• INSTITUT PAUL BOCUSE | Prof. Dr. Henri Kuokkanen & Jeﬀrey Catrett

• Prof. Dr. Burkhard von Freyberg | Munich University of Applied Sciences

(Invited)

• Philippe Clarinval, MIH, MBA, General Manager at Carlton Hotel St. Moritz

• (Honorary) HRH Dr. Asfar Asserate

(Invited)

EuroChrie

Institute of Hospitality;

Founding Partners | 4 • DIVERSITY&So cial Pillars Focus Groups Responsibility

• Prof. Dr. Sowon Kim | EHL

• WellBeiing:

• MENTORING:

• Prof. Ksenia Kirillova INSTITUT PAUL BOCUSE

•

Dr. Jeﬀrey O | International Hospitality Institute

• Yasmine • Prof. Dr. Mahmoudieh

Florence • Prof. Dai-In Han Villecsecce | University of Copenhagen • Harry Murray Applied MBE, Chairman Business School

Sciences Lucknam Park Maastricht

Hotel

• Tea Colaianni | Founder CEO WIHTL

• Anni Hood, • Prof. Ron Chief Swindler |Chief Executive, Innovation • Assia Riccio

www.wellintell Oﬃcer igence.com

HotelOfTomorro • HRH Dr. Asfar w

Asserate

(Invited) • Cèline Vadame We(I)Think

SUSTAINABILITY & INNOVATION • Prof. Dr. Willy Legrand • IU - International University of Applied Sciences |

• Prof. Dr. Burkhard von Freyberg | Munich University of Applied Sciences

• Beverly&Dereck Joubert | CEO GreatPlains

• Philippe Clarinval, MIH, MBA, General Manager at Carlton Hotel St. Moritz

• Yasmine Mahmoudieh (invited)

• Jason M. Friedman

Managing Director

J.M.Friedman & Co

Bill Bensley Collection (invited)

Founding Partners | Expert Industry Leaders

Sonu & Eva Shivdasani | CEO, Soneva

Sue Harmsworth | Founder ESP

(Invited)

Duncan Palmer, MD The Beaumont

Joseph Chong | Peninsula MD Greater China

Intl. Ambassador

Supporting Partners To be further defined!

Media Partners | Comms

• Preferred • BeyondGre • BLLA | Hotel Group | en | Costas Frances Lindsey Christ Kiradjian

Ueberroth/ (Invited) Brenda Collins

• LobsterExper Philippe ience | Astrid Weghmann Oberhummer VP Brand

•

• Forum Events&Media Group

• LobsterExperi ence

• CHC

• Selected Hotels Promotion

• 80DAYS

• itMustBeNO • BLLA

To be discussed

Red EuroChrie Carnation Hotel Institute of Leader | Collection

Hospitality LuxuryCollecti (Vicki Tollman on Marriott

Invited)

https://theDr. Andreas luxury• Elisabetta Lindner

collection.mar Fabri ConchaInvest riott.com Starhotels (invited) Group (invited)

To be discussed To be discussed To be discussed

• Heleri Rande

READ HERE

Source: e-Hotelier

Dear Friends - thrilled to introduce our HoteliersGuild Academy of Hospitality Arts! The COVID-19 pandemic led to an abrupt change in routines and living conditions around the world. This public health crisis reinforced a number of systemic inequities that have led to a) the world population as a whole having to confront universally diﬃcult truths, and b) our hospitality industry having to realign and think about realigning in the post-covid era.

The results so far speak for themselves and are something to be proud of:

• the founding of HoteliersForGood with excellent pro-bono oﬀers from our industry leaders also for non-members,

• our ForumOfDialogue with supportive contributions from some of the most respected hospitality capacities in the world

• EXTRAVAGANZA Volume I | Volume II | Volume III the first global Virtual Gourmet Safari, supported by world renowned Chefs*ﬀes e.g. Elena Arzak & Angel León, Sophie Pic, Antonio Bachour etc. etc.

• …and of course the founding of the trailblazing LeadingHôtelières chapter with @Lindsey Ueberroth as Co-founder, @Xenia zu Hohenlohe

founder Chairlady and @Prof. Dr. Sowon Kim as Co-chair, with @Sue Harmsworth, founder of ESPA, @Prof. Dr. Willy Legrand, International University of Applied Sciences, and @Prof. Dr. Henri Kuokkanen, INSTITUT PAUL BOCUSE on the Advisory Board.

With its initiatives YoungHôtelièresInsights, YoungCheffesInsights in partnership with EHL, IPB and IU International University of Applied Sciences, and with the exemplary commitment and expertise of our academia members Prof. Dr. Sowon Kim, Prof. Dr. Henri Kuokkanen and Prof. Dr. Willy Legrand, LH has made a significant contribution to the development of the academia. LH has not only gained international recognition and created an innovative niche for itself in a short period of time, but has also become a leader with its scientific orientation through studies, the results of which are not only published, but will also be tested in model establishments after successful completion with the participation of 100 of our member hoteliers.

And now, introducing the founding of HoteliersGuild Academy of Hospitality Arts! OUR underlying notion for the Academy:

Taking HoteliersGuild to the next level!

In April we proposed to a selective group of members to use the resulting motivation and new exciting connections to make sense of current events by applying original thinking across domains, through

• USING THE EXISTING HG INFRASTRUCTURE AND ITS STRATEGIC ALLIANCES TO CREATE AN HG ACADEMY • REFOCUSING AND REDEFINING OUR RAISON D'ÊTRE; AND

• FORMING A CORE TEAM/TASK FORCE OF HG COLLEAGUES TO COMBINE THE EXISTING OUTSTANDING EXPERTISE OF MALE & FEMALE MEMBERS BUILDING ON THE SOMEWHAT MODIFIED 4 PILLARS OF THE LH Lindsey Ueberroth, CEO PreferredHotelGroup, has in the meantime accepted to become the academy’s Co-founder and main supporter, and Sonu Shivdasani will act as its International Ambassador! Initial consultations with some long-established members and strategic partners have generated significant interest and many questions & suggestions. A number of commitments were immediately obtained.

Conclusion - based on feedback received from one of our lead academic members & seconded by others: It is felt that the time is ripe for the establishment of an academy with the aim It is felt that the time is ripe for the establishment of an academy with the principle “Adapt to today... and look for a better tomorrow”!

Crisis-driven creativity and fresh thinking will keep the lights on in the hotel industry during the pandemic. For us hoteliers and the businesses that support us, the Covid 19 pandemic is an existential battle that must be won, with jobs and livelihoods at stake. Young talents must be cultivated and outstanding achievements honoured. I. Intended Structure We intend to put the academy on 4 Pillars (for further discussion) 1. Diversity&Social Responsibility and Mentoring| Education/Diversity, Black&Ethnic Minorities | Mentoring - Bridging academia and operators |

Research & Publish on Yearly Target Topics & Demonstrate Progress implement & test results in member hotels

2. Sustainability in DEVELOPMENT - architecture&design via our Architects Chapter - BUSINESS MODEL&MANAGEMENT - supported by our hoteliers members -, staﬀ motivation & training and post-covid marketing techniques

4. Academy Award Concept for current & future hospitality leaders details to be confirmed

The importance of MENTORING Whilst our academia members have vast experience in training & mentoring, one hotelier founding members has developed a ‘Management In Training Program’ that provides unsurpassed in-depth training of the hotel business in just 18 months. Participants will spend six months each in a City Hotel, Country Hotel and Destination Hotel (Resort/Beach Hotel). With training in two departments at each location, you will cover: Sales & Marketing (Conference & Events), Food & Beverage, Revenue Management, Human Resources, Finance & Accounting and Rooms Division (Front Oﬃce, Housekeeping and Concierge Services).

1- The purpose of the HG Academy, in close interaction between academia partners and hoteliers, is to mutually enrich the perspectives and careers of high potential and established hoteliers. • High potentials and established hoteliers both play the roles of mentors and mentees. • Established hoteliers (mentors) accelerate the careers of high potentials (mentees) via sponsorship, exposure and visibility, and role-modelling. • Concurrently, high potentials (mentors) broaden the mindset and skills of established hoteliers (mentees) via knowledge sharing, challenging the status quo, and sparkling alternative ways of thinking and doing. 2- The strength of the HG Academy is that it counts with the HG network which is endowed with powerful high-ranking seasoned hoteliers, who under the persuasion and encouragement of its founder and his taskforce, are very likely to participate in this project. There is no need to persuade the junior high potential hotelier(s) who will most probably jump at the opportunity. 3- The uniqueness of the HG Academy is dual. • First, unlike traditional career development / mentoring programs that happen within a company, the program of the HG Academy crosses companies / chains / collections / property boundaries. The reach-out of HG Academy is wider. • Second, over 70% of Fortune 500 companies offer formal mentoring programs. The distinctive feature of HG Academy would be that it combines both traditional and a newer type of mentoring: reverse mentoring. • In reverse mentoring the senior person becomes the mentee and learns from a junior person. Research in this domain is very premature, as it is only 10 years old and the phenomenon in companies has not taken off

yet, although we do see more and more alternatives of developing people. • Reverse mentoring is powerful because it allows the continuous professional development of the seasoned person, in line with today's trend of lifelong learning. Sometimes it might be difficult for a powerful seasoned hotelier to listen to constructive feedback from his direct report. But if this junior person is outside the company, this process might be easier to be accepted by the established hotelier and ultimately allow him to grow too as a better leader broadening his mindset and skills. II) Feedback received & progress made in the meantime As expected, we received many questions and a large number were answered after personal consultation with the respective experts. Here is a summary of the most significant ones and a list of those that still need to be answered, the latter largely with reference to commercialisation.

Question: “Some might not understand or be overwhelmed by the scope of the project. If I was the reader who hasn't had the conversation we had I would wonder”

Answer: We are at a very early stage of an exchange of ideas and research Pls note that we presently are only 8 (eight) persons who voiced their initial interest to support the academy idea & have joined the the think-tank. I’m in regular conversations & they are sharing my passion & have grasped the raison d’être. The small group of operational and academic colleagues is currently focused on discussing a basic structure for the academy, building on the rudimentary brief. The common ground, however, is the conviction that this is a highly interesting noble cause.

Q: As to the name "HoteliersGuild Academy of Hospitality Sciences” - Is hospitality in fact a science? Or an art? Or both?

A: We may/should consider to drop ’sciences’ and call it "HoteliersGuild Academy of Hospitality Arts” instead. I agree - the term "academy" could be misinterpreted and possibly even understood as presumptuous - this must be avoided at all costs.

Q: The need for such a project? A: It results from reactions of many personal conversations with prominent experts/organisations/institutes in our industry, with great influence and explicit interest in a supportive collaboration. In fact, a well respected academic membership council that provides highly-valued networking opportunities with institutions, organisations and experts from around the world, has already reached out to us, and we are in talks for an alliance that will provide our academy benefits including marketing, use of a variety of social media platforms, top quality education & research journals, publications, workshops, mentors and more. Q: What are your motives to launch such a comprehensive and important project

A: As explained in the brief, e.g. using our joint accumulated expertise/ existing & future initiatives we presently consider with other partners etc. in order to give back to the industry & to support the younger generations of future leaders... MENTORING is a main topic and we already have firm commitments from internationally renowned members to this eﬀect!

Note: One of our already confirmed task-force & future founder member with significant expertise in this field with best connections to international hotels has indeed a ready-made management in training concept which would be ideal to build on.

Q: ‘Academy’ as in a privately funded school where students are taught? Will we teach persons, and/or have them involved in projects “only”, which could lead to them winning an award? A: We are NOT aiming to ’teach’ & therefor there won’t be ’students’ and/or ‘graduations’ - however, the above mentioned ‘Mentorship Scheme’ does indeed provide some rather interesting new aspects ... As for an academy, the level and recognition really matters here- and if the academy proposes courses and possibly some form of degree (from an academic sense), those would have to be accredited by an accreditation body. It is possible to oﬀer courses, and have the “HoteliersGuild Academy of Hospitality Arts” stamp of approval on this, but the recognition for the knowledge acquired through the academy could not be transferred to another institution (say someone takes some courses at the academy, obtain a certificate of attendance and completion but then decided to move to a university for a degree, the courses accomplished at the academy would not be recognised unless the academy would be oﬃcially accredited). You can see from the earlier comments that this is actually not particularly the intention in any case. Q: Re: “Social Responsibility/Diversity, Black&Minority’ & ‘Wellbeing/living’ Do we have access to experts/commitments from them?

A: Yes & yes - and already in close talks with two internationally renowned parties

Q: What is the background of your reasoning, have you undertaken something similar in the past and if yes what was the outcome?

A: No, not as far as the Academy topic is involved, and yes re the Awards with rather negative experiences, as addressed in the brief…However,

awards are good, as you know there are plenty out there, so section criteria are critical to gain value recognition - in our case via the academy!

Q: Do we have commitments re media/communication, access to webinars etc?

A: Yes - Hotel Designs/ForumEvents Group has signalled high interest + other media groups have reached out to us - not related to the Academy project, but to HoteliersGuild & our various alliances

List of queries re funding the project campaign/ website & the awards to be answered jointly: • Who would own all of the Intellectual Property Rights? Remuneration for their support?

• Since HoteliersGuild is a not-for-profit company – are we looking to set up a new company association business in order to make a profit?

• What is the main objective for a media partners involvement, if they are working hard to promote the awards - what will their return be? They appreciate the huge value the awards would bring in terms of relationships and PR but resource comes at a cost!?

• If we weren’t interested in making money from the event, would we object if they did?

• What would our timescales be? I.e. from launch to event date?

• If the event has revenue associated to it, will partners own a % of the event?

• Would the hotel (hosting the awards) oﬀer its services on a discounted/ complementary basis?

• Who’s responsible for funding the project, website, marketing and any other costs?

• Definition of responsibilities of all parties involved?

• What is the long term vision for the project?

Pls. Note: We don’t have to rush things! I’d like to eventually bring all our currently involved parties together, discuss & agree the preliminary concept, and immediately start personal talks with already shortlisted industry partners/philanthropists/foundations & institutions - all of them trusted HG members - on issues of concept & funding of the project. III) To create an extended awards concept under the umbrella of HoteliersGuild’s Hall of Fame for renowned current and emerging future generations of younger hospitality professionals to recognise achievements in the hospitality industry.

• By taking advantage of the standing of our prestigious private society and the various initiatives of industry and by securing the support of our highprofile existing and future alliance partners.

• To create a concept that is decisively diﬀerentiated by the integration of academia from internationally respected universities, hotel schools and well established leaders from the hospitality industry, including architects&designers, Chefs*ﬀes, expert journalists etc.

• With the involvement & collaboration of a highly regarded charity programme (tbd) an an emphasised focus on the promotion of young talent, mentoring and grooming of future generation leaders, by supporting them with e.g. scholarships at our institutes alliance partners Note: It cannot be our intention to re-invent the wheel! We are, of course, aware that there are already too many award organisations - quite a few of them basing their ‘business model’ on 'selling' awards…

Therefore, it is ever so important from the outset to highlight some of our distinctive differentiating features.

1. the concept is based on scientific competence and is monitored by our academia partners 2. potential candidates and nominees are selected according to the strict requirements of our Code of Conduct 3. HoteliersGuild is a recognises Force for Good with a mission to boldly advance sustainability, social responsibility and principled business practice with accountability and transparency via our alliances with experts, research and studies supervised by university professors, and the support from internationally renowned hoteliers/groups with state-of-theart and proven sustainable practices in place. It is our pledge to honour excellence, to connect generations and to preserve hospitality history 4. we are in an elevated position to support the concept furthermore via our ForumOfDialogue, our LeadingHôtelières and HoteliersForGood initiatives, with bundled expertise on research, responsible travel, sustainable architecture, conscious cuisine… 5. resilient study results (EHL/IPB/IUAS…) with already agreed implementation in selected flagship hotels for testing Working Title of the Institution:

“HoteliersGuild Academy of Hospitality Arts Awards” …a (not-for-profit / for-profit/semi-commercial?!?) private society/ business (tbd) based in …(country tbd) that reviews and bestows awards on hotels, resorts, architects/designers, spas, products, restaurants and chefs…under the above mentioned prerequisites (and possibly also in collaboration with existing serious award schemes, e.g. World Tourism Forum Lucerne & others)

…to create A COVETED AWARD/EVENT TO MARK A DISTINCTIVE YEAR OF HIGHEST PERFORMANCE IN THE INTERNATIONAL HOSPITALITY INDUSTRY Title/Designation of the Awards:

The Sirius Awards - see: https://en.wikipedia.org/wiki/Sirius Note: Labels such as ‘5-star…’, ‘Platinum or Diamonds/Gold etc’ should be avoided at all costs. Hence Sirius, the brightest star in the firmament, which shines down on the winners.

The Sirius STAR (attached) will also be perfect for designing logo/ certificates/plaques & statues for award presentations…

see: Laureus Award

Physical Location: Presently at Villa Padierna Palace Hotel, Marbella | other location/s and events tbd

Categories & Eligibility (samples only): • Hôtelier/Hôtelière of the Year - Independent/Corporate • Best Chef/Cheffes • Best in Diversity, Black&Ethnic Minorities Integration • Best in Young Talents Support • Sustainable Luxury Hospitality Architecture&Design • Best Products/sustainable supply chains • Best in Tech • Outstanding Contributions to the Hospitality Industry

Founder Partners & Academy Members tbc: 1. Academia • EHL | Prof. Dr. Sowon Kim

• INSTITUT PAUL BOCUSE | Prof. Dr. Henri Kuokkanen & Jeﬀrey Cattrett

• IU - International University of Applied Sciences | Prof. Dr. Willy Legrand

• Prof. Dr. Burkhard von Freyberg | Munich University of Applied Sciences

• Prof. Maribel Esparcia Pérez | European Sustainable Hospitality Club

• Tea Colaianni | Founder CEO WIHTL

• Aradhana Khowala |

• Philippe Clarinval, MIH, MBA, General Manager at Carlton Hotel St. Moritz

• Anni Hood, Chief Executive, www.wellintelligence.com

• (Honorary) HRH Dr. Asfar Asserate

Expert Industry Leaders:

Sonu & Eva Shivdasani | CEO, Soneva

Joseph Chong | Peninsula MD Greater China

Duncan Palmer, MD The Beaumont

Sue Harmsworth | Founder ESP

Petra Deuter | Global Executive in Travel and Hospitality - Hotel Asset, Operational and Transition Management

Marketing Associations: • Preferred Hotel Group | Lindsey Ueberroth/Brenda Collins

• BeyondGreen | Costas Christ

• BLLA | Frances Kiradjian

• LobsterExperience | Astrid Oberhummer

2. Hotel Collections & Independent Hoteliers • Red Carnation Hotel Collection

• MansonRose

• 137 Pillars Hotels

• Bill Bensley Collection

• Duncan Palmer | MD, The Beaumont

• Valentina deSantis | Owner, Grand Hotel Tremezzo

3. Architects: Members of HoteliersGuild’s Architecture&Design Chapter + new invited ca

4. Chefs Members of HoteliersGuild’s Chef’s/Cheﬀes Chapter

5. Media/Strategic Partners & Supporters • Forum Events&Media Group

• Mason Rose

• LobsterExperience

• Hotel Designs

• itMustBeNOW

• WIHTL

• EvolvinWomen

• BLLA

6. Academy Members Few selective HG members + others tbd - by invitation strictly only

7. Academy Ambassadors Ditto + limited nr. of Honorary Ambassadors, e.g. HG HallOfFamers + HD suggested personalities without voting rights

8. Potential Partners https://womenofthefuture.co.uk/what-we-do/ Philippe Weghmann - VP Brand Leader | LuxuryCollection Marriott https://the-luxury-collection.marriott.com Les Roches - https://learn.lesroches.edu/ World Travel Forum Lucerne - https://www.wtflucerne.org

UPDATE JUNE:

While trends come and go, the art of hospitality is an everlasting constant. It is exactly this that makes people feel welcomed through personal interactions, which is at the core of our programs. As educators in tourism and hospitality, we can therefore make a small, yet important contribution to a better future world. As innovators in creative strategy, we are able to understand the idiosyncrasies of individual needs in the hotel and tourism industry so that we neither put "sales before relevance" nor use "faceless uniformity" in operations.

The transformation of the hotel industry from art to science (source: e-Hotelier | Bob Rauch) The hospitality industry has been evolving into a much more scientific industry for several years. The combined impact of shifting demographics and new technologies are the primary catalysts for this metamorphosis. The Internet provides consumers an opportunity to think of the hotels as commodities. The many changes occurring today are proof positive that this industry is no longer limited to being an “art.” We have officially moved into the John Naisbitt coined “hi tech, hi touch” world. Led by revenue management, but now including distribution channel management, social media marketing, Web 2.0 or 3.0 – call it what you like and more – this industry has been transformed. Sample formulas for success

My father, Richard A. Rauch, Ph.D. created a multivariate model of consumer behavior that applies here in part. As such, I am borrowing key facets of this model from his work in the field of retailing in the 1990s: A=BxWxN A= Attitude toward the business B= Belief of a consumer that the business possesses a particular desirable attribute W= Weight of importance of the attribute to the consumer N= Number of attributes important to consumers Knowing the millennial traveler, understanding that international travelers represent the single largest growth market in terms of lodging demand and leading your team with strategies that incorporate the trends occurring today is the recipe for success. There are a few key trends that must be monitored and engaged. These include reputation management, innovative technology (think smart phones for both mobile web access and guest check-in) and the sharing economy. Airbnb has become a real player in the lodging demand mix.

The science of hospitality permeates all areas of operations Millennials have become the fastest growing customer segment within the hospitality industry. Lobby bars and hotel restaurants are wide open with combination work, play and eat/drink spaces designed with this millennial customer in mind, one who is a “party of one” but “hanging out together”. Millennials also have no problems speaking up. If what they are seeking is not handled to their liking, they will turn to Twitter, Facebook, Yelp or TripAdvisor to voice their complaints.

Customer service must include enabling guests to be self-suﬃcient. As an example, if a guest wants to find information using his/her smart phone, providing an app or mobile website that accommodates that information will appeal to many. The rise of this digital traveler requires the hotel industry to balance the expectation of personalization while enhancing the need to remain independent. Customer service must also be genuine and provide great, high quality recommendations delivered by a truly caring team member. “WOW” customer service is the only way to ensure repeat business.

International visitors have been talked about for two years but these travelers are here now. International leisure travel has increased markedly due to the visa waiver program introduced in 2012 and this is moving more international tourists to travel to the United States. With the new “10 year visa” agreement between the U.S. and China signed

recently, we will be getting more than our fair share of Chinese travelers. Considering the average Chinese traveler spends a week in the U.S., huge incremental demand is created. These Chinese travelers average spending is over $1,000 per day when traveling abroad, excluding accommodations.

Booking more profitable business is critical as more revenues result from strong increases in occupancy levels, average rates and revenue per available room (RevPAR). More than ever, it will be vital for hotel owners and operators to stay on top of the distribution landscape that is expanding beyond OTAs, including popular sales vehicles such as meta-search, flash sales and mobile channels. Beyond simple awareness of the diﬀerent mediums available to sell hotel rooms, hoteliers must know the costs of the variety of distribution channels and the returns expected from each. Hoteliers must preserve rate parity and their brand by utilizing the most cost-eﬀective distribution channels, instead of using desperate measures to sell inventory.

Innovative technology, mobile check-in, and seamless connectivity across platforms and devices are no longer the future, they are the present. Today, mobile apps are being used as everything from a digital concierge to accessing big data. Geo-location can make it easy to sell guests something that is literally right in front of them. In a recent survey by Software Advice, guests desired local restaurant and hotel restaurant discounts when looking for deals as well as maps with coupons for other deals. Most importantly, when looking at the face of a changing consumer today, technology innovation is paramount. As most have heard, Starwood and Hilton will be having guests check in via mobile phone later in 2015

The sharing economy is a new reality hoteliers are still grasping to embrace. Over the past few months we have seen jurisdictions attempt to regulate this reality as evidenced by the San Francisco City Council implementing new legislation providing a legal avenue for Airbnb.

While the Santa Monica City Council has decided to enact new regulations to ban rental sites that oﬀer short-term vacation rentals in the city and other jurisdictions are aggressively looking to manage this phenomenon, Airbnb is a powerful force.

The science of marketing Digital marketing is required to both acquire and retain guests. And believe it or not, only a real quality revolution gives you the competitive edge, because as mentioned above, brand loyalty is very limited in today’s millennial dominant hospitality market. Since hospitality businesses do not hold customers captive, the only way we can prevent “desertion” is to continually outperform the competition. In addition, by soliciting feedback from the “deserters” or former customers, we can dig out the weaknesses that

really matter. As Bill Gates says to his executive team, “tell me about the problems, not our successes.”

Real time marketing and providing content on an ongoing basis will dominate the industry. Although it would be unwise to discount the impact of traditional marketing, real time marketing must take place on a regular basis and incorporate guest-generated content, especially via social media. This must be a crucial component of the marketing mix. In addition, Facebook pages need to take advantage of custom apps that can highlight a hotel’s unique features, characteristics, and charm. Video campaigns on social media, when done properly, are proving to be successful for hoteliers looking to generate guest engagement.

The growth of mobile is a game changer in that the amount of time between looking, booking and staying is reduced. And everyone has a phone that doubles as a camera for instant social media “Kodak” moments. Anyone attending a conference today will be exposed to the trends of personalization, big data, omni-channel/multichannel campaign management, marketing automation and location-based services. Measurement of all of these will dictate what gets utilized.

The path forward The transition from art to science in hospitality has caught many by surprise and unfortunately, these are the people that are falling behind. There will always be a place for great customer service, but today’s travelers require both great service and current technology. It is crucial that you understand the hospitality industry as it is today because if you continue to only focus on the art, you will be missing out on capturing more business and increasing your profitability.

Industry | 22 May 2020 | Mews Maintaining the art of hospitality in a post-COVID world COVID-19 has changed many fundamental things about the way we live our lives. Some of them, like the lockdown, are only short-term, but there are likely to be plenty of permanent changes as the world recovers, particularly within the hospitality industry.

Social distancing and rigorous cleaning standards are certain to be at the forefront of guests’ concerns when traveling, which presents hoteliers with a diﬃcult balancing act.

They must keep their staﬀ and guests safe, reassure potential customers about responsible traveling, and follow new guidelines and regulations, all while still maintaining the trait that defines our industry: being hospitable.

It’s inevitable that some things have to change. Before 9/11, most travelers didn’t give much thought to air travel. It was easy. After that terrible day, safety and security checks became more stringent, time-consuming, and generally unpleasant, and the lasting impact has been that traveling by plane has become a far more stressful experience; something to be tolerated or endured.

Of course, it’s diﬀerent for hotels. The plane is the means to the end, whereas the hotel is often a key part of the experience. Even so, hoteliers must be sure not to alienate their guests and take the pleasure out of their stay. So where are the biggest dangers?

A new-look welcome Everyone knows you only get one chance to make a first impression. Whether hotels use automated check-in (online or at a check-in kiosk) or operate a traditional desk, the moment a guest arrives in the reception area for check-in is the first face-to-face interaction, which is why traditionally it has been so important.

Most people like to see a friendly face and a warm smile at reception, but now, thanks to increased safety measures, even something as simple as this may not be possible. Face masks in public spaces are mandatory in some regions, and many hotels are likely to make it standard practice for their staﬀ, or even guests.

“Hotels need to find a way to make the elements of the guest arrival safe, smooth, and swift, ensuring that there are frequent human touches in what could easily become a dehumanizing process.”

It’s easy to underestimate the impact of a smile, but there have been plenty of studies that support its importance. The obvious alternative to masks – putting screens between your staﬀ and guests – skirts this particular problem, but creates a more imposing physical barrier. Not only could this create the feeling of ‘us and them’, but even worse, might bring to mind one of everyone’s least favourite experiences: being in a bank.

Hotels need to find a way to make the elements of the guest arrival – check-in, parking, key handover – safe, smooth, and swift, ensuring that there are frequent human touches in what could easily become a dehumanizing process.

Navigating increased hygiene standards

It’s vital that despite all of the additional health security measures, interactions with guests don’t lose their personality. Given that stress levels are already likely to be higher, the last thing guests deserve is a purely transactional exchange that doesn’t ease any of their concerns on a human level – again, like being in a bank.

“If expectations are set clearly from the beginning of the user journey, guests will be better prepared and more forgiving of new measures.”

Moreover, if new hygiene standards are put in place, either by the hotels themselves or by law, how do you ensure that guests follow the rules? Some hotels, for example, are set to introduce temperature screenings and ‘wellness checks’ for guests when they reopen. Safety is paramount but if the new rules are overbearing, guests won’t be happy.

In short, the key is good communication. If expectations are set clearly from the beginning of the user journey, guests will be better prepared and more forgiving of new measures. Striking the right tone of voice will be important: too dry and guests won’t take notice, too casual and it won’t be taken seriously. It isn’t an easy thing, and hotels and marketing teams will need to tread the fine line between reassuring and patronizing.

Housekeeping also find themselves centre stage in a post-COVID world. Hotels – particularly the bigger chains – have realized that professional grade cleaning services could be a key diﬀerentiator between them and homestay providers like Airbnb, and are doubling down on cleanliness. However, it’s no longer enough for a hotel to be clean: the communication and reassurance of said cleanliness is a seemingly vital part of the new hospitality.

“It won’t be too long before every hotel is boasting claims of superior housekeeping; the brands that stand out will be those who can market their standards most eﬀectively”

Marriott’s new standards include electrostatic spraying technology while the AHLA (American Hotel & Lodging Association) have issued Stay Safe guidelines for its members that lean heavily on enhanced cleaning standards. It won’t be too long before every hotel is boasting claims of superior housekeeping; the brands that stand out will be those who can market their standards most eﬀectively, which again comes down to good communication.

Keeping guests happy

Although guests will expect a little more ‘process’ around safety, there’s only so much leeway a property has. If staying at a particular hotel becomes tiring and time-consuming, having sacrificed too much of its personality in exchange for severe hygiene control, guests may be safe but they definitely won’t want to return.

So how can a hotelier keep guests safe, while making sure they feel like they’re still actually on holiday? One hotel chain has drawn up a long list of sixteen key measures to implement – not every item aﬀects the guest experience directly but plenty of them do, like temperature checks, earlier check-outs, and mandatory gloves and masks at the buﬀet. If there’s too much adjustment of existing standards, the guest experience is in real danger of being eroded, and you could end up with guests overburdened by rules.

Technology, if used correctly, can help to ease the burden, reducing contact points and minimizing stress. Thibault Catala, founder of Catala Consulting, is already noticing a shift to contact-free solutions. “I see hotels looking for self check-in and self check-out. They don't want to have anyone queuing in the reception, so that's one of the processes that they have been redoing for health and safety measures.”

“Checking in online feels just as normal as waiting in a queue, as would ordering a room-delivered takeaway rather than dining out in the hotel restaurant.”

There won’t be a blanket approach that suits everyone. Every hotel, hostel and apartment has a diﬀerent customer base, each of which will be impacted more or less by changes to hospitality. For older generations, hospitable service is intrinsically linked to more traditional, person-to-person interactions. These are the people more likely to feel the eﬀects of face masks and reduced human contact.

Millennials and Generation Z, on the other hand, grew up immersed in modern technology. Checking in online feels just as normal as waiting in a queue, as would ordering a room-delivered takeaway rather than dining out in the hotel restaurant.

Hospitality has diﬀerent nuances for diﬀerent people, so more than ever, hoteliers need to consider who their guests are and what they want. That being said, there is something fundamental at the core of all hospitality, and that is the desire to give guests a memorable experience. The question for the post-COVID world is whether hoteliers will make it memorable for the right reasons, or the wrong ones.

EDITORIAL HOSPITALITY MANAGEMENTTHE STATE OF OUR ART (OR SCIENCE?) source: A. Pizam

All institutions of higher learning have three main objectives in common: the generation of knowledge, the organization of knowledge and the dissemination of knowledge. The generation of knowledge, as the term suggests, are all those activities undertaken for the purpose of creating new knowledge and expanding its boundaries. Such activities fall under the category of research.

The function of organization of knowledge consists of all the activities aimed at collecting and organizing the multitude of works, experiences and published writings into a coherent and structured “body of knowledge”;. This is what most academics refer to as “scholarly activities”;. Typical examples are reviews of literature; compilation of indices, bibliographies, and case studies; etc.

Dissemination of knowledge in higher education is achieved through the teaching or instruction function. From the student’s point of view, this is the main function of a university or a junior college. In this respect an institution of higher learning is nothing more than an extension of the high school. The student’s major reason for attending the school is to learn and be taught.

It is a well known fact that s o m e institutions like junior colleges and small four-year colleges, emphasize the teaching function while ignoring research and scholarly activities. On the other hand major and large universities, while not ignoring the teaching function altogether, emphasize research and scholarly activities .

What is not so obvious, however, is that the same kind of specialization in these three functions exist not only among institutions but also among fields of study.

A close look at various fields of study that exist at institutions of higher learning shows that in some of these the faculty are mainly occupied with teaching, while in others, faculty are also involved in scholarly activities and research. It is my opinion that the extent to which faculty are involved in all three functions is an indication of the relative state of development of the field.

A relatively new and undeveloped field, when introduced in institutions of higher learning, is mostly taught by ex-practitioners in a normative fashion. These ex- practitioners perceive their role as instructors and their mission is to pass on to their students all the knowledge that they have acquired. They have very little sympathy or appreciation for scholarly or research activities. The only writings that these individuals publish is normative textbooks “how to”; and “tricks of the trade” and articles in trade journals .

As the field develops, some of the ex-practitioner instructors recognize the fact that their personal knowledge and experience is insuﬃcient for teaching. Therefore these instructors begin to devote a significant amount of time and eﬀort to the function of organizing a body of knowledge, or in other words they are involved in scholarly activities. The writings of these individuals normally consists of descriptive textbooks, case studies, monographs, reviews of published works, bibliographies and indices, etc. Furthermore, these instructors recognize the

importance of disseminating the acquired knowledge in their field in a descriptive manner rather than a normative one.

As the field further develops, the institution begins recruiting professional academics-mostly with terminal degrees-who have obtained their training and education in other fields and have decided to switch to a new field. These individuals bring with them the methodological tools for conducting empirical research and the motivation to publish in refereed journals. The ex-practitioners left from the the previous era find themselves under pressure to obtain terminal degrees and “publish or perish”;.

Looking at the field of hospitality management one sees a similar development. Some fifty years ago when the field was originally introduced at an American university (Cornell), the faculty recruited were retired practitioners who saw their main mission in the teaching and instruction function. The field remained in this

phase for a relatively lengthy period of approximately 30 years. Throughout these years the few and scattered writings that were published were mainly normative textbooks and trade journal articles.

Then in the mid fifties a new era began and the field of hospitality management moved from the teaching phase to the teaching and scholarly activities phase. A new breed of ex-practitioners appeared as instructors. Those were younger individuals who decided to abandon their careers at a relatively young age and & dquo;move into teaching&dquo;. Because these new faculty were younger and not set in their own ways like their predecessors, they were open to new ideas and were easily influenced by the rest of

the academic community of which they became a part. Therefore little by little they became interested in conducting scholarly and research activities. Lacking the necessary tools to conduct empirical research they concentrated their eﬀorts in organizing a body of knowledge for the field of hospitality management.This is when new types of books appeared on the market along with a variety of n e w and specialized academic journals.

Finally, in the late seventies the field of hospitality management began moving into the third phase, namely the era of empirical research. At the beginning, this research was mostly of the “armchair type” ,but under the influence and pressure of the rest of the academic community it slowly turned into real empirical research. Today, ten years later, we are still just at the beginning of this era. A close look at the empirical research published in todays journals will discover that the majority of it is still descriptive with a small but increasing proportion of inferential research being published on a regular basis. We are far from being a science and we have not even started on the long and twisted road towards the development of a set of theories in hospitality management. But as the popular commercial said : “ We’ve come a long way baby and we ought to be proud of it.”

While doing some research on …art/science, I came across …r. Harrington…

Their approach to furthering an understanding and international application of hospitality management was based on two main steps. First, the creation of ‘The Art of Hospitality Management’ model used a qualitative and interactive process for feedback and clarification of key constructs. This process include geographically disbursed one-on-one interviews with professionals and academics with expertise, feedback from presentsns and panel discussions in in the USA, France and Germany. The authors defined an acronym for ‘The Art of Hospitaliy’ as TAOH - i.e. the Chinese term Tao with an H on for hospitality, signifying ga ‘way’, ‘path’ or principle. The resulting model - see below - emerged from this process that included core aspects describe as 1. The art of thinking small, 2. The art of innovation & creativity, 3. The art of tacit knowledge, 4. The art of experience, 5. The art of exceeding expectations and 6. Instilling a hospitality heart.

HOTELIERS

UNITED BY DEVOTION

G U I L Dge! a g n i k ma

n a ch