Here's a quick look at what has happened to hotel standards since the Coronavirus crisis began, and how hoteliers can leverage multiple sets of standards coming out of the crisis to drive improvement in margin and better bottom line results. 1. Single set of Standards previously in place before the crash were optimized for higher Occupancy levels and high ADR. 2. During the crash, Standards were no longer valid and tossed out while owners and operators went into crisis-mode. 3. Minimum staffing levels set for rock-bottom open/closed hotel operations. 4. As business returns, hotels with no standards or minimum staffing will be inefficient. Configuring a set of Standards (Set A) for low occupancy and low ADR increases profitability. 5. Flexing to a second set (Set B) as soon as Occupancy increases drives quality and customer sat. while ADR and Occupancy remain low. 6. As more Occupancy returns and ADR increases, hotels can again optimize for maximum profitability (Set C) while still operating below historical staffing benchmarks. Having a system in place that automatically flexes week-to-week based on multiple sets of standards will extract more margin from hotel operations than any other system or methodology. As soon as labor requirements change, the schedule will automatically reflect those demands with just the right amount of staff needed to operate the hotel as efficiently as possible, driving the hotel to profitability faster.