SERVICED APARTMENTS
“Our belief is that disruptors help to move
all industries forward – they help the ser- viced apartment industry to understand and embrace the new opportunities, thought processes and development requirements of our current models, our technology and our people. Disruptors are recognised for helping to keep industries moving, learning and creating.” Caroline Saunders, group head of market-
Silverdoor Apartments accommodates many business travellers
have to be assessed – but the organisation is moving towards a situation where the award of the QAP marque is a pre-condition of membership. “We all need to be speaking with one
marketing voice,” says Cawthorpe. “It’s at the discussion table at the moment, so it’s early days, but we hope to have it in place by 1 September this year.” Nevertheless, there are plenty of posi-
tives – not least, strangely enough, from the growth in the mega-chains’ aparthotel
the company’s positive impact. “I think we have got a lot to be grateful for,” he says. “Airbnb has made us think differently. If it wasn’t for them, I don’t think we would be getting to where we are going at anything like the speed that we are.” Sarah Gaze, Go Native’s director of busi-
ness development, agrees. “The phenomenal explosion of Airbnb and subsequent rapid growth in a number of markets proved beyond doubt there was a demand for hotel or traditional stay alternatives,” she says.
“Airbnb has done a fantastic job of popularising the use of apartments as an alternative to hotels”
offerings and, more recently, the emergence of Airbnb and its ilk as serious hospitality industry players. Not a problem, says Cawthorpe. “Airbnb
has flagged up an alternative way of staying,” she says. “While everyone was a bit worried initially, I would say it’s overwhelmingly positive – we are seen as the respectable arm of the industry.” Perhaps surprisingly, the serviced apart-
ment sector is unstinting in its praise for Airbnb. Steve Burns, Bridgestreet’s managing director for Europe, Middle East, Africa and for Asia-Pacific, harbours no doubts about
104 BBT March/April 2018 And then there’s Marc Sandfort, area
manager UK at The Ascott Ltd. “Airbnb has opened traveller minds to alternative travel options, besides the traditional hotel offering,” he says. “As the serviced apartment sector is still a niche market compared to hotels, any opportunity to promote other stay concepts is positive.” And Jo Layton, managing director at TAS
Global, says: “We actively welcome new dis- ruptors to the industry. We continue to be a disruptor with the growth and development of our global agency model – this model is not replicated by any other company.
ing with Silverdoor Apartments, is almost as enthusiastic, although she does add a rider. “Airbnb has done a fantastic job of popularising the use of apartments as an alternative to hotels. It had initially eaten into the market share of serviced apartments for leisure stays, but there has been a resur- gence as consumers become more aware of the potential pitfalls of Airbnb and look for safer, better-regulated options. “As a corporate serviced apartment provider, Silverdoor has seen little impact. Airbnb boasts some great business travel tech, but the product is too much of a risk for most corporate clients. Off the back of Airbnb and the awareness it’s generated, many business travellers are going to their travel managers requesting an apartment and being directed to their preferred serviced apartment provider.” Juliet Howie, Oakwood Worldwide’s
recently appointed director of sales for EMEA, has a somewhat different perspec- tive, suggesting that Airbnb may not be the driving force. “In many ways,” she says, “new products and business models enter- ing the market are emulating the success of serviced apartments by offering alternative choices to consumers.” As for the big chains’ aparthotels, they
are generally only commercially viable in centres of high demand. “Location is every- thing,” says ASAP’s Cawthorpe, “and you are not going to get the big brands going into places like Milton Keynes or Luton. Smaller operators should be able to thrive in niche markets and compete in destinations where demand outstrips supply.” Even so, is there not a risk that travel
buyers might feel more comfortable with a familiar company and, where demand for something bigger and better than a hotel room is established, switch to a sub-brand? “That all depends on the travel manager,”
says Silverdoor’s Saunders. “They’re the ones who ultimately decide what accommoda- tion they use. Some are just starting to get
BUYINGBUSINESSTRAVEL.COM
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