Peter Shaindlin on brand blur concerns
Peter Shaindlin, COO of Halekulani Corp., discusses key takeaways from his IHIF general session presentation on how to avoid brand blur in today’s environment of proliferation in all segments.
More brands mean more variety, but it can be confusing, he said. His No. 1 tip: Establish personality. “No matter how much of a legacy you already have, ask yourself, ‘what do we stand for?’ and synthesize it into clear, simple terms.”
Josh Littman talks Hard Rock plans
Josh Littman, director of development, EMEA, for Hard Rock Hotels, talks about the brand’s recent openings and its particular interests in Europe, the Middle East and Africa.
The company opened its first European property this year, Hard Rock Hotel Ibiza, and Littman said the hotel is an example of the company’s strategy to place hotels and resorts within cities that are “synergistic to the Hard Rock vibe.” Next up are hotel properties in Abu Dhabi, Hungary, Aruba and mainland China.
Accor’s Karaoglanian: Growth will come through Ibis brand family
Christian Karaoglanian, Accor’s CDO, shares specifics of the company’s 2013 division into investment and operating divisions and how strategy changes are directing growth moving forward. The backbone of the French company is its Ibis family of brands, Karaoglanian said. The Ibis, Ibis Styles and Ibis Budget brands are “the perfect product for the emerging middle class traveler,” Karaoglanian said. Accor grew in its core European region last year and added volume in Africa, Latin America, Brazil, Chile and Russia, bringing its presence up to 92 countries.
On the development side, Karaoglanian said under the company’s new structure, Accor now has “one team on the ground looking for deals. Those can start as management deals and become acquisitions, or [vice versa].” While Accor still develops its Sofitel, Novotel, Mercure and Pullman brands worldwide, half the company’s active development and pipeline are within the three Ibis brands.