Commonwealth Hotels’ Post

Who's who in hospitality leadership this year? The Ritz-Carlton Hotel Company, L.L.C. and Waldorf Astoria Hotels & Resorts, among other top hotels across the country, have appointed new #GeneralManagers just in time for 2024. Read more from HOTEL MANAGEMENT Magazine on some of the top names leading the hospitality industry's most buzzworthy hotels. https://lnkd.in/ezDHFZw3 #generalmanager #hospitalitynews #hospitalityindustry #hospitalityleaders #hospitalityleadership

We are excited to partner with Kristin K. on this essential resource for #hospitality businesses:  Hotel #SOPs - How Going Digital Helps Boost Profit Margins 🚀 Kristin is a senior executive in the hospitality industry, with extensive experience managing hotel operations over 25 years. She is known for her innovative approach and dedication to service excellence, bringing a wealth of expertise across various hospitality roles. In this article, she shared her insights on how to fully leverage Standard Operating Procedures (SOPs) as a powerful tool, to boost ⤵ → your business’s profit margins → guest satisfaction → and operational efficiency. Click here to read the full article 👇👇 https://lnkd.in/d2_RynbS #GoAudits #hospitality #sops #standards #audits #hotel #inspections #business

### 10 Dreams of a Successful Hotel General Manager 1. Transforming the hotel into a luxury destination. 2. Achieving consistently high guest satisfaction scores. 3. Cultivating a world-class team passionate about hospitality. 4. Implementing innovative technology to enhance guest experience. 5. Building a brand recognized for excellence and exclusivity. 6. Establishing the hotel as the top choice for weddings and events. 7. Expanding the hotel’s reach through strategic marketing. 8. Leading the hotel to earn prestigious industry awards. 9. Fostering a culture of continuous improvement and growth. 10. Leaving a lasting legacy of success and innovation. ### 10 Fears of a Successful Hotel General Manager 1. Declining guest satisfaction and negative reviews. 2. Economic downturns affecting occupancy rates. 3. Inability to keep up with industry trends and technology. 4. High employee turnover and low morale. 5. Failing to meet revenue targets and financial goals. 6. Competitive hotels outperforming in the market. 7. Operational inefficiencies leading to guest dissatisfaction. 8. Inadequate crisis management during emergencies. 9. Loss of reputation due to service failures. 10. Burnout and losing passion for the job. What are your dreams and fears as a General Manager? Share your thoughts! #HotelManagement #Leadership #HospitalityIndustry

Most hotel property level decisions are ultimately the responsibility of the hotel’s GM. Independent hotels provide a relatively simple decision making context for general managers as they report to only one principal, the hotel owner (or its representative). Hotels operating under a management agreement, from a few I have seen, involve a slightly more complex, threesome relationship between the hotel owner, the management company, and the general manager. The GMs are often confronted with a difficult situation as they receive conflicting directives from the owner and management company representatives since their visions and goals for the property are often quite different. It stands to reason, therefore, that when there is greater goal alignment between the owners and the operators, a hotel’s general manager will be less conflicted about what objectives to pursue, especially as the aligned parties are more likely to send one clear management message rather than a series of incompatible demands. In addition, there would be less need for each party to seek to influence the GM, since they would be advocating the same decisions and objectives. Together, this greater autonomy and goal alignment should, in our view, produce a more consistent, cohesive and effective set of decisions by the general manager with regard to the hotel’s management.

Matthew Campbell is a numbers guy. So it made sense that he was asked to participate in the HOTEL MANAGEMENT Magazine Executive Roundtable highlighting the importance of leveraging data to enhance profitability and efficiency. We understand how important analytics are when it comes to forming strategies and goals around the guest experience. Tap the link below to take a closer look at the discussion! #MyPlace #HotelManagement #franchise #hotels #hospitality #travel #ExtendedStay #StayRewarded #data

Thinking about the small details translates to BIG results.    As the world's largest hotel management company, we know assumptions are made about our ability to drive top performance —and we’re here to prove the biggest can also be the best. Simply put: by centering our efforts on each individual property we manage and doubling down on the talented people we hire and train, we believe we can drive higher profitability for the owners and brands we partner with.    Recently, we hosted a fireside chat for our owners and partners, moderated by Hotel News Now, and our CEO Craig S. Smith zeroed in what he believes gives Aimbridge an advantage and the changes we're making that support a GM-focused strategy. Read more about our vision for the future and how we're leading the way in third-party management.   #WeAreAimbridge

"New Managing Director Joins Berkadia's Hotels & Hospitality Team" Read the full article below..

💼 Smart Investments = Stronger Bottom Line in Hospitality 💼 In today's tough hospitality market, it's not just about filling rooms. It's about doing it profitably. As hotel leaders, we seek to boost profits and improve the guest experience. I recently watched a video roundtable from Hotel Business Magazine. It was insightful. It discussed key investment areas to boost profits and guest satisfaction. It’s a must-watch for anyone in the industry looking to strategically invest in growth. Some of my personal takeaways on investments: 🔹 AI and Technology in Hospitality: Leveraging AI for personalized guest recommendations, predictive analytics, and dynamic pricing helps hotels enhance guest experiences and optimize revenue with smarter, data-driven decisions. 🔹 Energy-Efficient Systems: While eco-friendly lighting and HVAC upgrades require upfront costs, they often pay off through long-term energy savings, reducing operational costs without compromising guest comfort. 🔹 Enhanced Guest Data Analytics: By understanding booking patterns, preferences, and behavior, hotels can create tailored marketing campaigns that attract high-value guests, improving both occupancy rates and profitability. 🔹 Training Programs for Staff: An investment in training pays dividends. Staff skilled in personalized service techniques can create memorable guest experiences, directly contributing to higher revenues and better reviews. These investments don't just boost profits. They empower our teams and enrich the guest experience. A profitable hotel aligns every decision with delivering value and a great experience. Check out the video here for more insights: https://lnkd.in/eEq2zngW Tom Varga, senior manager, business development, Mitsubishi Electric Trane US; Ryan Alpert, EVP, sales. commercial strategy, GF Hotels & Resorts; Brian Quinn, CDO, Sonesta Hotels; Ravi Patel, president, Hawkeye Hotels; Ben Campbell, CEO, Hospitality America; Ben Haller, SVP, operations, Concord Hospitality Enterprises; Barbara Purvis, president, Essex Hotel Management; Kerry V. Ranson, partner/president of operations, Raines Company; Justin Jabara, president, Meyer Jabara Hotels; George Jordan, president, Oxford Hotels & Resorts, LLC; and Jagdish Patel, VP, shared services, NewcrestImage

In an insightful article, Craig Smith, the newly appointed CEO of Aimbridge, unveiled his visionary perspective on leveraging internal audits as a catalyst for continuous improvement. Shattering conventional norms, Smith's insights illuminate the transformative power of audits as catalysts for constant improvement and unparalleled excellence. His words resonate with profound conviction: "It's not an audit to catch some of what they've done wrong. It's an audit to say, here are areas where you can improve, and let me teach you how to do that." This has been our belief for over 20 years. Internal audits should not be perceived as punitive measures but as invaluable opportunities for growth and refinement. The stigma surrounding audits as mere fault-finding exercises is a relic of the past. Instead, they should be embraced as effective tools to empower managers, reduce turnover, reduce costs, and ultimately enhance value for owners. Smith's vision, which we agree with, underscores the importance of educating owners on its myriad of benefits. By welcoming audits with an open mind, owners and hotel managers can unlock a wealth of insights and actionable recommendations that will undoubtedly elevate the performance and profitability of their assets. This type of commitment to internal audits has consistently been shown to deliver exceptional value to all stakeholders. It's a win-win proposition where audits serve as catalysts for continuous improvement, fostering a culture of learning, innovation, and shared success. https://lnkd.in/gbANeMUB #hotelowners #marriott #hilton #hotelmanagementcompany #hyatt #assetmanagers #hotelinvestors #IHG #hotels #hotelsandresorts #aimbridge #hotels

Tale of Two Hotels: Empowering Revenue Management for Success. https://lnkd.in/dS_EYqaa #hotels #hotelmanagement #generalmanagement #hotelbooking #directbooking #onlinebooking #hotelrevenue #revenuemanagement #revenuestrategy #hotelrevenuemanagement #onlinemarketing #digitalmarketing #hotelmarketing #sales #marketing #reservations #bookingengine #channelmanager #otas