Balancing Hotel Strategy, Commercial Execution and Excellence

In the world of hospitality, the balance between strategy, commercial activity and excellence is an art refined over time. It is not a magic formula, but a continuous process of learning, adaptation and ongoing improvement. Along this journey, there are things best forgotten and others that it is crucial never to forget. Today, I would like to share some of these lessons learned with you. Strategy is the map that guides us towards our objectives. However, it is important to remember that not all strategies are effective. Some may be overly complex, while others may be too simplistic. Some may be based on flawed assumptions, while others may be outdated. That is why it is essential never to forget that strategy must be flexible, adaptable and based on real, up-to-date data. Commercial activity, meanwhile, is the engine that drives us towards our objectives. But, as with strategy, not all commercial actions are effective. Some may be overly aggressive, while others may be too passive. Some may focus on the short term, while others may overlook the needs and desires of our guests. That is why it is essential never to forget that commercial activity must be balanced, guest-centric and geared towards the long term. Finally, excellence is the standard that allows us to measure our progress and success. But, as with strategy and commercial activity, not every approach to excellence is effective. Some may be too rigid, while others may be too lax. Some may be based on outdated criteria, while others may overlook fundamental aspects of our business. That is why it is essential never to forget that excellence must be flexible, inclusive and based on relevant, up-to-date criteria. It is important to understand that strategy, commercial activity and excellence are not isolated elements, but parts of an interconnected whole. Strategy sets the direction, commercial activity puts ideas into action, and excellence is the standard that drives us to improve day by day. Yet within this framework, there are certain things that are best left behind.

What is best forgotten

1. Complacency: In hospitality, complacency is the enemy of excellence. Believing that we know everything or that we have already reached the top can cause us to stagnate and lose competitiveness. According to a Harvard University study, companies that continuously learn and adapt are 30% more likely to succeed in the long term.
2. Fear of change: Change is a constant in hospitality. Trends shift, guest preferences evolve and technology advances at a rapid pace. Fear of change can paralyse us and cause us to miss valuable opportunities. As Charles Darwin said, "it is not the strongest species that survives, nor the most intelligent, but the one that best adapts to change".
3. Short-term thinking: In hospitality, it is easy to fall into the trap of thinking only about the short term, the next season or the next set of financial results. However, this short-term outlook can cause us to lose sight of the bigger picture and long-term opportunities. According to a Stanford University study, companies that adopt a long-term vision are 40% more likely to succeed.

What is important never to forget

1. The value of the guest: In hospitality, the guest is king. Without guests, there is no business. That is why it is crucial never to forget the value of the guest and to work constantly to understand their needs, exceed their expectations and create memorable experiences. According to an Oxford University study, companies that place the guest at the heart of their strategy are 60% more likely to succeed.
2. The importance of innovation: In a constantly changing world, innovation is the key to remaining relevant and competitive. It is not only about adopting the latest technology, but also about continually seeking new ways to improve, surprise guests and stand out from the competition. As Albert Einstein said, "insanity is doing the same thing over and over again and expecting different results".
3. The power of passion: In hospitality, passion is the engine that drives us to improve day by day. Passion for service, for excellence, for creating unforgettable experiences. Without passion, strategy becomes empty, commercial activity becomes mechanical and excellence becomes unattainable. As Steve Jobs said, "the only way to do great work is to love what you do".

In conclusion, in hospitality, the balance between strategy, commercial activity and excellence is an art refined over time. There are things best forgotten, such as complacency, fear of change and short-term thinking. And there are things that it is crucial never to forget, such as the value of the guest, the importance of innovation and the power of passion. As I always say, "hospitality is not just a business; it is an art, a science and a passion".