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Hotel Management International Autumn 2024


Editorial Editor Alex Summers


Sub-editor Deloris Reshma Production manager Dave Stanford Group art director Henrik Williams Designer Martin Faulkner Head of content Jake Sharp


Commercial Client services executive Ruchita Marwaha


Publication manager David Chai david.chai@businesstrademediainternational.com


Hotel Management International (USPS 6243) is published quarterly by Business Trade Media International, a division of GlobalData, and is an offi cial publication of the European Hotel Managers Association.


Registered in England No 06212740. ISSN 2041-2452 © 2024


All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying or otherwise, without prior permission of the publisher and copyright owner. While every effort has been made to ensure the accuracy of the information in this publication, the publisher accepts no responsibility for errors or omissions. The products and services advertised are those of individual authors and are not necessarily endorsed by or connected with the publisher. The opinions expressed in the articles within this publication are those of individual authors and not necessarily those of the publisher.


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hen I began my stint as editor of Hotel Management International back in the 2010s, I felt there had never been a more interesting time to write about the hotel industry. Its future had also never been more uncertain. As the magazine marks its 100th edition, it’s amazing to come back and see how both it, and the industry at large, have emerged all the stronger for having navigated those challenges.


Upon reflection W


Upon my arrival, the sector was still reeling from the impact of the 2008 global financial crisis, which had seen operators at all levels scramble to cut their bottom lines and the advent of an unprecedented flurry of consolidation. In 2010, Accor had (a then mindboggling) 15 brands. The number today stands at more than 40. It’s a similar story at all the major operators.


‘Asset light’ was the guiding principle, as the industry sought to minimise risk while massively expanding footprint. I found myself increasingly covering China as the hotel establishment scrambled for a share of what remained a virtually untapped market. It is a bet that has paid off massively – the less said about Russia, the other great point of focus back then, the better.


UK £109 EU €170 US $222 RoW $227 UK £173 EU €268 US $353 RoW $361


But while financial and geopolitical events had prompted shifts in strategy, it was the emergence of unprecedented platforms and products that were proving the true disruptors. The rise of OTAs had decimated direct bookings and slashed profit margins. The seemingly unstoppable rise of Airbnb was prompting questions around whether a new generation of guest would even need a hotel industry at all. Instead of fold in the face of these threats, however, operators lent into innovation and change. Cookie cutter design was discarded. New technology was integrated at warp speed. “Experiential” became a guiding principle for budget and mid-tier, not just luxury. And operators began to see sustainability and CSR as key selling points, as opposed to unwanted restrictions. Today, the sector is unrecognisable to the industry Hotel Management International began covering all the way back in 1996. It gives me great pride to have been there to see and report on a small part of that change. My tenure had ended by the time arguably the greatest challenge in modern history emerged: Covid 19. However, it has been heartening to observe (now from the sidelines) how operators responded with that same degree of bullish optimism and innovation. I cannot wait to see how events unfold across the next 100 editions.


Phin Foster, editor (2011–19)


Hotel Management International / www.hmi-online.com


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