Hotel Strategy Is Not About Deciding What to Do. It Is About Deciding What Not to Do
Hotel strategy is not about doing more than the competition; it is about making better choices. Drawing on the origins of strategic thinking, this article explores the importance of trade-offs, consistency, uncertainty and the ability to decide what not to do in order to build hotels with a strong identity, a differentiated value proposition and sustainable competitive advantage.
We live in an era in which it seems that every hotel must do everything. Offer more services, operate through more sales channels, target more guest segments, create more experiences, run more promotions, maintain a greater social media presence and pursue more projects at the same time. Competitive pressure leads many properties to adopt initiatives without first asking whether they truly fit their value proposition.
I often come across strategic plans that are, in reality, wish lists. Dozens of projects, investments and actions that may appear interesting individually but, taken together, end up diluting the hotel’s identity. Paradoxically, the more a property tries to encompass, the less recognisable and memorable it becomes.
Keep reading without waiting for the next reset
Your free access includes 6 reads per week. Subscribe to continue now.