Nelson, Witzel Pinpoint Areas Of Focus For 2002

LAS VEGAS— In exclusive meetings held with HOTEL BUSINESS®, Jay Witzel, president/COO of Radisson Hotels & Resorts, and Curtis Nelson, president/CEO of Carlson Hospitality Worldwide, discussed the future of Carlson Companies, including an intended replacement for Eric Danziger, former president/COO of Carlson Hotels Worldwide, and new brand standards for Radisson Hotels & Resorts. Due to the economic downturn, many hotel companies have been forced to reorganize operations, including Carlson Companies, said Nelson. “We’re looking at all of our processes. We’ve already changed some— we’ve reduced the number of employees we need in the long term and there is potential for future job cuts,” he stated. However, Nelson noted that Carlson’s revenues are now headed back in the right direction, which could lead to the hiring of new employees later this year. One staffing question, however, still remains uncertain— does Carlson plan to fill the vacant spot left by Eric Danziger approximately nine months ago? According to Nelson the answer is yes, eventually. “We haven’t replaced the position for many reasons. Primarily it was because in my absence [last year], I got removed from the organization. So [Danziger leaving] allowed me to get back to the day-to-day operations of the company and make sure our vision was being understood throughout the ranks,” said Nelson. “Ultimately, there will be a time when we add another leadership role at some point. I don’t know if it will be the exact same position as Eric’s, but we will add another senior executive,” he said. When and who will fill those shoes, is still uncertain. Meanwhile, Witzel outlined several strategies Radisson Hotels & Resorts is currently putting into place to boost the brand’s image— including new brand standards designed to appeal to the five senses. During Radisson’s general session, which was held here at the MGM Grand, guest speaker and management expert Rick Barrera spoke of a negative ordeal he recently experienced at a Radisson hotel. After unsuccessfully complaining about loud neighbors and nonadjustable guestroom temperatures, Barrera finally checked out of the Radisson to stay at the Westin hotel next door. Barrera noted that Westin’s ‘heavenly’ standards made his experience memorable and the next time he’s traveling, he’ll “think of Westin.” When asked for a reaction to Barrera’s Westin story, Witzel stated, “Westin is very smart…Guests remember two things about their hotel experience: the power of the hotel’s employees, and the power of the senses they experienced.” A soft bath towel that feels good, a non-smoking room that smells good, a guestroom offering silence— are all part of the sensory guest experience. Currently, Witzel is working to develop new brand standards that highlight guest senses and will help to create a consistent guest experience at each Radisson property. He also hopes to have all of the brand’s properties enrolled in its 12-question (Q12) employee survey to determine staff productivity. Currently only 35 of Radisson’s 245 North American hotels participate in the Q12. “I hope to convince them rather than force them to participate,” said Witzel, who noted that if enrollment from franchisees doesn’t significantly increase soon, he would consider making the Q12 an operational standard. The survey is designed to determine which hotel managers are effectively engaging their employees and creating a positive working experience, which will ultimately lead to greater guest satisfaction and more profits. Those hotels with negative Q12 results will be asked to turn their employee experience around or risk being removed from the Radisson system. “We need to make changes or they will damage the brand,” said Witzel.