The document discusses disruptions in the hotel industry and their impact on career paths. Key points include: 1) Technology, outsourcing, and the rise of online booking platforms have commoditized hotels and made price the main differentiation factor, taking away customer loyalty. 2) This has changed the skills needed for hotel executives, who must now focus on branding, marketing, technology, and building customer loyalty through experiences. 3) High turnover rates among hotel managers are a problem, suggesting disruptions have increased stress, though some firms have created environments where employees feel committed and want to stay.

1. Hotelier Career Path in
Disruptive Market
By : Dr. Dino Leonandri, SE, MM, CBM, CHA

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The Next Normal Consumer in Pan Asia
• Consumers of the Next Normal are subtly different
– Increased spending power of the elderly and women
– Emerging local and regional e-commerce and digital platforms
– Emergence of super app with millions of active users
– Asian consumers are willing to share data for personalized outcomes
• New Traveler Behavior Adaption
– Varied border re-opening policies across markets in Asia
– Fewer but longer and more focused trips
– Premium travel emerge as a key theme
– Longer dreaming phases and more meticulous travel plans
– Innovative digital marketing
McKinsey & Company

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As incomes rise, consumption tends to shift to
services and discretionary categories
McKinsey & Company

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Career Path in Disruptive Market

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Key Takeaways
• Only 27% of CEOs in the hospitality and leisure
space are very optimistic about future growth.
• With hotel rooms commoditized via online
options that preference price, hotels are
struggling to retain their customer niche.
• Technology, humanity and an emphasis on
experience will provide the loyalty hotels need, if
they’re done well

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Hotels are finding it harder to
connect with customers
• Once, not that long ago, the quality of the hotel one
chose — its amenities, breakfast buffet, pool or
distance from the town centre — was a deciding factor
not just on where to sleep but to the success of a
vacation itself.
• In a disrupted world, however, where third-party sites
such as booking.com, hotels.com and TripAdvisor.com
play an increasingly large part in booking a hotel stay,
price (backed up by reasonable reviews) has become
the differentiating factor.Your Text here

8. Virtual Hotel Operator
(VHO)
• Virtual Hotel Operator (VHO) concept in Indonesia
has been rising in 2015. The first Virtual Hotel
Operator in Indonesia is Nida Rooms, and more are
coming in numbers such as Airy Rooms, RedDoorz,
Zen Rooms and Tinggal.
• Economic to mid accommodation and lodging
become the main target partner for Virtual Hotel
Operator, either in strategic or remote cities in
Indonesia. Less research provide data either VHO
concept arises as disruption

9. Table 1. Disruption for accommodation industry

10. Disruptions in the Hotel Industry Are Redefining
Executive Talent
• The modern, large-scale hotel brand is shifting its talent
needs due to several market disruptions that require them
to find executives and managers with different skill sets.
• This reality changed how top managers needed to
present their hotel brands and shifted how they need to
connect with customers through technology.
• Outsourcing has also become a disruptive force in the
industry. Housekeeping is very often outsourced while
still remaining on-brand in terms of uniforms and the
appearance of connectivity to the hotel operations.
• Food and beverage is outsourced—the hotel restaurant
no longer needs a pastry chef, a butcher, and other
specialized workers when much of the product is
outsourced and brought in fresh daily.
• Maintenance contracts that provide hotels with
streamlined back-end operations remove the need for
large facilities staff.

11. Disruptions in the Hotel Industry Are Redefining
Executive Talent
• Industry disruptors have not only changed how
hotels operate, but also how they must market
themselves to consumers. Brand identity is
increasingly important, and guests expect a tech-
friendly and engaging experience at all levels.
• Hotels will be looking for executives with marketing
experience and those from industries where loyalty
building is important.
• Executives need a blend of expertise in human
behavior, analytics, technology, and design. They
need to proactively ensure their hotel brands are
crafting trends, not reacting to them.

12. Marriott hotels light up with love to honor warriors
during COVID-19 pandemic
Thursday, April 2nd 2020

13. Why Hoteliers Stay and Go: Future Oriented Thinking
• The human capital in the industry for forging positive relationships and
fostering guest loyalty should be present at every successful firm.
• The ability to work with people and create a healthy service environment
extends to employees as well, with Marriott International being on the
Fortune list for top 50 most admired companies and three hotel
companies landing on the Forbes best places to work list
– (Kimpton Hotels and Restaurants,
– Hilton Worldwide,
– and Hyatt Hotels) for 2018 (Fortune, 2018; Kauflin 2018).
• Paradoxically, the US Bureau of Labor (2018) reports that the hospitality
industry has the highest rate of turnover of any economic segment in the
United States. The United States is not the only market with high
turnover, data from Australia estimates hotel managerial turnover at 39%
(Davidson, Timo, & Wang, 2009), and in Taiwan more than half of hotel
workers leave within one year of employment (Zheng, Lamond, & Kim,
2012).

14. The Anticipatory Principle
• Research has indicated that many factors may help explain why people
engage in turnover.
• These factors include burn out from emotional labor (Xu, Martinez, & Lv, 2017),
• lack of managerial integrity (Simons, McLean Parks, & Tomlinson, 2017),
• poor ethics in leadership (Kim & Brymer, 2011), and work-life conflict (Hom &
Kinicki, 2001).
• There have also been studies explaining why people stay in
organizations, like their level of commitment to the organization (Jex &
Britt, 2014) or a feeling of being embedded within the organizational
system (Lee & Mitchell, 1994).

15. Point system for Managers.
18 pointsrequiredto applyfora transferto a differentdepartment
35 pointsrequiredto applyfora promotion

16. Changing the workaday world of hospitality…market disruption is breaking
the mould
• Major market disruptions have always accelerated innovation,
changing our workaday world and delivering new normals that
seemed unthinkable yesterday.
• Architects involved in new hotel developments are now including new
design features to meet post COVID requirements; including separate
washrooms and sanitising areas at the hotel entrance, properly
isolated pick up and drop off facilities at the back end and inside
– “touchless technologies”: voice activated elevators, automatic temperature
scanners, hands free light switches and automated entry points; all of them
designed to minimise contamination risk in our post pandemic world.
– There will be more open spaces in and around the hotel as well, enabling
cross ventilation of air systems and maximum social distancing
opportunities: and outside at least, that means more trees and more green
spaces

17. Thank You