Social media… Everyone’s doing it. Or are they? At the recent NYU International Hospitality Industry Investment Conference, the moderator of one of the sessions asked how many of the hotel executives on the panel were active on social media. Only one. As I was sitting in the audience tweeting at that very moment, I admit, I was surprised by the response. Maybe it’s lack of time or know-how—or, perhaps, they think it’s a tool for the…here it comes…Millennial, and they just aren’t convinced of the role that social media platforms can play.
You’ll never see me without my iPhone, and you’ll often find me on various social media apps. I’ll share a photo from an event, tweet a takeaway from an interview or read posts to stay on top of our industry. At Hotel Business, we’re investing in our digital platforms and increasing our audience engagement. We’ve recently added Corris Little as digital content editor to help us expand our magazine’s reach, foster communication and stay connected with our readers through Twitter, Facebook and LinkedIn.
So, get ready to see a lot more activity online. Follow us on Twitter (@hotelbusiness), like us on Facebook and connect with us on LinkedIn to be a part of the ongoing conversation.
Speaking of engagement and connection, we always want to hear from you. Keep the dialogue going!
Here’s just a few things our readers are saying…
To the Editor,
I read with interest your Editor’s Note [in the May 21 issue]—and one sentence caught my attention: “The
U.S. has not been associated with Cuba for decades.” This, however, does not mean that a huge number of Americans and permanent residents of America over the years have stayed away. I, for one, visited Cuba more than 15 times in the same number of years. I have—as many others living in the U.S.—experienced the “time capsule” of the ’50s and ’60s, returning each time with hundreds of photographs that changed their emotions, meaning and message almost yearly (i.e., only a few short years ago, huge propaganda posters depicted GW Bush as the new Adolf Hitler, showing larger-than-life portraits of both in full color.)
The “American footprint,” as you call it, will surely change the face of Cuba—but ever so slowly. Slow, in my view, is the perfect vehicle and attitude to have in order to avoid a culture shock and the destruction of the few ingredients the common, but proud, Cuban citizen still calls his own: national pride and heritage; an unbroken spirit; a commitment to family and unconditional parenting; and a desire to share, chat, dance and laugh—and making extraordinary light and serious music often influenced by African origin.
Hotels are needed everywhere—although Havana is abundant with luxury hotels dominated by the Spanish operator Meliá, until recently off limits for Cubans—and the future American invasion of hotel brands will be unavoidable. My only hope is that this expansion will be executed tastefully, with architecture of integrity and interiors reminiscent of the fascinating culture and turbulent Cuban history.
Entirely missing are boutique hotels—but many Casas Particulares, elaborate, huge mansions of a glorious past, that I experienced mostly in the countryside and cities other than Havana, do have the potential to convert themselves into the most charming, small luxury hotels, if only appropriate capital was available.
I have a feeling this will become my personal “calling’” and may be my “last hurrah.” Since the successful run as one of the premier operators of exclusively boutique hotels until 10 years ago under the banner of Coastal Hotel Group and a cofounder of Small Luxury Hotels, the bug for refinement and uniqueness for an extraordinary guest experience is ever present. Parallel to Ian Schrager’s Morgan Group, we grew in the independent hotel management segment operating boutique hotels for individual ownership. Ian ran away with the title “Emperor of Boutique Hotels” while we quietly and efficiently operated jewels such as The Jerome, The Highlands Inn, the Cheeca Lodge, The Harvest Inn, The Mayfair, The Salish Lodge, The Spindrift Inn, The Westward Look Resort, The Beaver Creek Lodge and The Sea Ranch—just to name a few of well over 40 properties over time.
I will be watching with curiosity the developments in Cuba of the Good, the Bad and the Ugly and register the “temperature of change” during my next visit this coming December.
—Helmut Horn, President/CEO, Portfolio Hotels & Resorts
To the Editor,
Thank you for the very informative article in the March 21 issue (“Business traveler preferences impact lobby breakfast programs,” page 50). We manage a dozen hotels, half of which have restaurants. Your coverage of lobby breakfast programs is timely and valuable!
—Tom Russo, CEO, StepStone Hospitality, Inc.
To the Editor,
Enjoyed the article (Viewpoint, April 7, page 10), but I must confess that the nine properties I advise do not use OTAs. I would guess that they have their uses in branded properties. The Esperanza group properties are all four-star and independent. They are located in California. The properties run a good occupancy, YTD 87.5%, and YTD ADR of $267. Since there are no commissions to pay, [there is]more profit to the bottom line. I am not saying that OTAs are bad, but it seems that most managers find that using OTAs is the road of least resistant.
My thoughts on the article.
—Alan Campbell, CHA CMP CHRM, Hmsco