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Big interview In recovery


Anand has spent 33 years waiting for his own opportunity to solidify his leadership credentials. After starting as a night auditor in 1988 at the Vienna Marriott Hotel, he has held a number of senior positions at the group, including vice-presidential roles in Western and Central Europe, and overseeing the multimillion-dollar renovation of The Ritz-Carlton Berlin and the opening of The St. Regis Venice. Now, after enduring a $267m annual loss in 2020, Marriott and Anand are hellbent on not just recovery, but expansion, even if 2020 was not a stagnant year – the group still signed over 13,500 rooms and opened over 50 new hotels. In 2021, they are set to open an eclectic mix of properties, including W Rome, W Algarve, The St Regis in Downtown Dubai, and The Westin London City, to name a few. Marriott is also betting big on bringing Fairfield, the popular North American economy chain, to the continent. “In the US, typically, the room sizes are much larger


– there’s more space. So, we had to adapt to European measures,” Anand explains. “The second part was the aesthetics; we wanted to have a different style, and look and feel of the hotel. So, this Fairfield will [have a] very unique, Europeanised, lavish Scandinavian touch in terms of design and decor.” Of course, while launching homegrown brands is


all well and good, Marriott did not become the world’s largest hotel operator by simply growing afresh. To that end, Anand sees potential for conversion in a depressed market where hoteliers can benefit from the group’s centralised branding and infrastructure. Particularly in Europe, where around 70% of hotels are still independent. “They are not affiliated to brands or big companies, so I absolutely see a lot of opportunity in that area,” he says. How, then, does Marriott convince independent hotels that their identity will not be sacrificed as a result? “It’s a good question, but I mean, if you look at our conversion brands, there are certain requirements for the brand. But it is largely left to the individual hotels to bring out their own creativity, their own positioning,” Anand says. “In fact, we enhance the identity of that hotel with the positioning of our collection brands.” A prime example, he continues, is the Matild Palace,


a Luxury Collection Hotel in Budapest, an opulent throwback to the Belle Epoque era that has undergone five years of extensive renovations to take pride of place in this collection.


Potential for development Alongside continental expansion, Anand also sees great opportunities in the Middle East, particularly Saudi Arabia, where a deal with Al Saedan, the country’s premier real estate group, will birth three


Hotel Management International / www.hmi-online.com


Marriott hotels across the Kingdom by 2025. Anand talks excitedly about the land of the pharaohs, particularly the opening of St. Regis Cairo, a luxurious 36-storey property overlooking the river Nile. “In Egypt, we’re seeing great potential for


development, not only in the luxury space, but to develop hotels in the mid-range or lifestyle space. We are going to be introducing the Moxy brand in Egypt, for instance. A few years back, you would have been hard pressed to do something like that.” Then there’s Africa, for decades a forgotten corner of global hospitality, the continent has recently come into its own. While it remains something of an untapped resource, particularly in sub-Saharan regions where mid-scale and economy hotels are scarce, Anand sees Africa as a pivotal part of Marriott’s post-pandemic recovery strategy.


“While it has obviously been more challenging because of the Covid situation, I’m very confi dent that with the brands that we have, there’s great opportunity to grow into sub-Saharan Africa as well.”


“If you look at other parts of Africa, we continue


to see growth in Nigeria. We’re seeing growth in Zambia. And of course, South Africa is our biggest market,” Anand says. “While it has obviously been more challenging because of the Covid situation, I’m very confident that with the brands that we have, there’s great opportunity to grow into sub- Saharan Africa as well.” Moreover, while business travel might take longer to recover its spark, Anand sees great encouragement in the fast-developing business and leisure (bleisure) segment. It is an aspect of hospitality he would personally like to take more advantage of. “Previously, I would travel from point to point,


just go [somewhere] for a meeting and come back. But now, I’ll use that opportunity to stay on and to see that place. So, essentially combine my business trip with a little bit of pleasure. I’ll take my family along, or if I’m on my own maybe I’ll visit a museum or take a few hours off. I have been trying to do that for the past 20 years in my career, but I’ve never managed to do it.” Such dedication has clearly paid off. Now Anand will have to continue to chart Marriott’s recovery during a vibrant yet uncertain time, ignoring the noise and focusing singularly on the here and now, while also planning for future eventualities. Like his tennis playing heroes, he will need to draw on well- forged fibres of tenacity and resilience to overcome setbacks along the way. ●


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