KM in the Hotel Industry #research
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Christoph Voegeli
Dear KM Experts
I am PhD researcher (in part time mode) and Hotel General Manager with over 25 years of experience.
The topic of my research is about KM in the hotel industry (it is a comparative study of the top 5 - Marriott, Hilton, IHG, Wyndham and Accor and other SME hotel companies).
My preliminary findings are that KM is not known to the hotel industry (or it is kept a secret ....perhaps only known and discussed on top corporate level).
Literature is very limited
In 2000 a case study about Ritz Carlton Hotels (APQC/Baldrige awarded) was published in the Journal of Innovation (https://goalqpc.com/cms/docs/journals/Fall2000.pdf )
Other hotel specific and relevant research can be broken up in two categories 1) Hotel specific - but looking only at one aspect of KM (e.g. Bouncken 2002 Knowledge Management for Quality Improvement in Hotels and Gjelsvik, M., 2002. Hotels as learning arenas [LO]) 2) Hotel specific but with limited scope: Isa et al (2008) which surveyed seven Malaysian hotels and Wong, Wickham and Hall (2013) compared KM of local and international bands in China. Terry Kim, Taegoo, et al. (2013) about social capital or knowledge sharing (limited to 14 Korean hotels) and Salem I (2014) researched 101 chain managed hotels in Egypt.
This brings the number of hotel KM studies down to four which shows KM in the hotel industry is a "dark corner". Moreover, Bouncken (2002); Cooper, (2006) ; Yun, (2004); Hallin and Marnburg (2008); similarily state in their studies that only a very limited number of research (hotel km) is available.
I welcome your comments (agree or disagree on the above finding) and I sincerely hope that some of you would support my project by agreeing to a 10 min phone /Skpye interview on that subject.
The core question I love to see your response (comments) would be (are you aware)
Do hotel companies use (apply) KM (or not or they do but it is called differently)?
If your answer is yes hotel companies use / apply KM the next question would be ....
Are the frameworks (strategies / systems) used in large (top 5) and SME hotel companies the same (similar or different)?
I am looking forward to hear / speak to you.
Kind regards
Chris |
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Armin Hajirahimi
Hello Chris KM should be aligned with corporation strategies. I think at first we should answer this question: "What KM can do for a hotel?" This is a key question for any organization who wants to apply KM. What is important for a hotel? I did not run a research for answer this question but I think there are some as below:
Thus I think focus on learning aspect of KM can create more value added in hotel industry comparing with other aspects. Beside that I think investors in this industry knew this all the time but they did not named it Knowledge Management. Best Regards Armin P Please consider the environment before printing this email
On Tuesday, December 19, 2017, 9:06:56 AM GMT+3:30, Chris Chris manager4hotel@... [sikmleaders] wrote:
Dear KM Experts
I am PhD researcher (in part time mode) and Hotel General Manager with over 25 years of experience.
The topic of my research is about KM in the hotel industry (it is a comparative study of the top 5 - Marriott, Hilton, IHG, Wyndham and Accor and other SME hotel companies).
My preliminary findings are that KM is not known to the hotel industry (or it is kept a secret .....perhaps only known and discussed on top corporate level).
Literature is very limited
In 2000 a case study about Ritz Carlton Hotels (APQC/Baldrige awarded) was published in the Journal of Innovation (https://goalqpc.com/cms/docs/journals/Fall2000.pdf )
Other hotel specific and relevant research can be broken up in two categories 1) Hotel specific - but looking only at one aspect of KM (e.g. Bouncken 2002 Knowledge Management for Quality Improvement in Hotels and Gjelsvik, M., 2002. Hotels as learning arenas [LO]) 2) Hotel specific but with limited scope: Isa et al (2008) which surveyed seven Malaysian hotels and Wong, Wickham and Hall (2013) compared KM of local and international bands in China. Terry Kim, Taegoo, et al. (2013) about social capital or knowledge sharing (limited to 14 Korean hotels) and Salem I (2014) researched 101 chain managed hotels in Egypt.
This brings the number of hotel KM studies down to four which shows KM in the hotel industry is a "dark corner". Moreover, Bouncken (2002); Cooper, (2006) ; Yun, (2004); Hallin and Marnburg (2008); similarily state in their studies that only a very limited number of research (hotel km) is available.
I welcome your comments (agree or disagree on the above finding) and I sincerely hope that some of you would support my project by agreeing to a 10 min phone /Skpye interview on that subject.
The core question I love to see your response (comments) would be (are you aware)
Do hotel companies use (apply) KM (or not or they do but it is called differently)?
If your answer is yes hotel companies use / apply KM the next question would be ....
Are the frameworks (strategies / systems) used in large (top 5) and SME hotel companies the same (similar or different)?
I am looking forward to hear / speak to you.
Kind regards
Chris |
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Hello Chris, Armin is right on. I would add to his list things like:
Best Jean-Claude
From: sikmleaders@... [mailto:sikmleaders@...]
Sent: Tuesday, December 19, 2017 4:33 AM To: Chris Chris manager4hotel@... [sikmleaders] <sikmleaders@...> Subject: Re: [sikmleaders] Seeking chance to have the below posted on the sikm group
Hello Chris
KM should be aligned with corporation strategies. I think at first we should answer this question: "What KM can do for a hotel?" This is a key question for any organization who wants to apply KM. What is important for a hotel? I did not run a research for answer this question but I think there are some as below:
Thus I think focus on learning aspect of KM can create more value added in hotel industry comparing with other aspects. Beside that I think investors in this industry knew this all the time but they did not named it Knowledge Management.
Best Regards Armin P Please consider the environment before printing this email
On Tuesday, December 19, 2017, 9:06:56 AM GMT+3:30, Chris Chris manager4hotel@... [sikmleaders] <sikmleaders@...> wrote:
Dear KM Experts
I am PhD researcher (in part time mode) and Hotel General Manager with over 25 years of experience.
The topic of my research is about KM in the hotel industry (it is a comparative study of the top 5 - Marriott, Hilton, IHG, Wyndham and Accor and other SME hotel companies).
My preliminary findings are that KM is not known to the hotel industry (or it is kept a secret ......perhaps only known and discussed on top corporate level).
Literature is very limited
In 2000 a case study about Ritz Carlton Hotels (APQC/Baldrige awarded) was published in the Journal of Innovation (https://goalqpc.com/cms/docs/journals/Fall2000.pdf )
Other hotel specific and relevant research can be broken up in two categories 1) Hotel specific - but looking only at one aspect of KM (e.g. Bouncken 2002 Knowledge Management for Quality Improvement in Hotels and Gjelsvik, M., 2002. Hotels as learning arenas [LO]) 2) Hotel specific but with limited scope: Isa et al (2008) which surveyed seven Malaysian hotels and Wong, Wickham and Hall (2013) compared KM of local and international bands in China. Terry Kim, Taegoo, et al. (2013) about social capital or knowledge sharing (limited to 14 Korean hotels) and Salem I (2014) researched 101 chain managed hotels in Egypt.
This brings the number of hotel KM studies down to four which shows KM in the hotel industry is a "dark corner". Moreover, Bouncken (2002); Cooper, (2006) ; Yun, (2004); Hallin and Marnburg (2008); similarily state in their studies that only a very limited number of research (hotel km) is available.
I welcome your comments (agree or disagree on the above finding) and I sincerely hope that some of you would support my project by agreeing to a 10 min phone /Skpye interview on that subject.
The core question I love to see your response (comments) would be (are you aware)
Do hotel companies use (apply) KM (or not or they do but it is called differently)?
If your answer is yes hotel companies use / apply KM the next question would be ....
Are the frameworks (strategies / systems) used in large (top 5) and SME hotel companies the same (similar or different)?
I am looking forward to hear / speak to you.
Kind regards
Chris
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Christoph Voegeli
Thank you for your comments ....... I am however more interested to collect more / additional data (to support or reject my preliminary findings) Particularly km academics or km consultants (Deloitte kpmg pwc...etc) or people from the (km)hotel industry are encouraged to contact me thank you and looking forward hearing from you regards Chris
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Denise Lee
I am with PwC. How can I help? Denise.
Denise Lee Director Washington DC 703 850 7450.
The information transmitted, including any attachments, is intended only for the person or entity to which it is addressed and may contain confidential and/or privileged material. Any review, retransmission, dissemination or other use of, or taking of any action in reliance upon, this information by persons or entities other than the intended recipient is prohibited, and all liability arising therefrom is disclaimed. If you received this in error, please contact the sender and delete the material from any computer. PricewaterhouseCoopers LLP is a Delaware limited liability partnership. This communication may come from PricewaterhouseCoopers LLP or one of its subsidiaries. |
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Ivan Orozco
Hello Chris,
I am not sure if KM has been used as a business strategy in this industry. However, it could be feasible an approximation to km under the services umbrella. I suggest making an analysis focused on the type of skills for providing a good customer experience since the success is based on how people perceive the service provided by hotel´s staff: people with skills for preparing foods and the respective knowledge, activities for solving problems, registered lessons learned, specific knowledge for giving advice about nearby sites, etc. Adopt KM in this industry replacing this scenario with another one known focused on "end user" services. Hope this help, Ivan Orozco |
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Christoph Voegeli
Dear Denise Great to hear from you........if you could allow 15 min of you valuable time I would love to have a chat (interview ..what you know about KM in hotel industry ....) over phone / Skpye (tomorrow or else early in Jan). Looking fwd to speak to you Rgds Chris
On Wednesday, December 20, 2017, 8:14:40 AM GMT+6, denise.lee@... [sikmleaders] wrote:
I am with PwC. How can I help? Denise. Denise Lee Director Washington DC 703 850 7450.
The information transmitted, including any attachments, is intended only for the person or entity to which it is addressed and may contain confidential and/or privileged material. Any review, retransmission, dissemination or other use of, or taking of any action in reliance upon, this information by persons or entities other than the intended recipient is prohibited, and all liability arising therefrom is disclaimed. If you received this in error, please contact the sender and delete the material from any computer. PricewaterhouseCoopers LLP is a Delaware limited liability partnership. This communication may come from PricewaterhouseCoopers LLP or one of its subsidiaries. |
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Denise Lee
Hi Chris
I missed the beginning of what you wanted. When you said km consultants at PwC I did not know you wanted only in the hotel industry. Is that what you mean?
Denise Lee Director Washington DC 703 850 7450.
The information transmitted, including any attachments, is intended only for the person or entity to which it is addressed and may contain confidential and/or privileged material. Any review, retransmission, dissemination or other use of, or taking of any action in reliance upon, this information by persons or entities other than the intended recipient is prohibited, and all liability arising therefrom is disclaimed. If you received this in error, please contact the sender and delete the material from any computer. PricewaterhouseCoopers LLP is a Delaware limited liability partnership. This communication may come from PricewaterhouseCoopers LLP or one of its subsidiaries. |
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tman9999@...
Hi Chris - my thoughts on this:
1. KM solutions are very culture dependent Look at the work Deming did on quality circles back in the 80s in the auto industry. These were developed by the US, and exported to post-war Japan. They ended up capitalizing on them while every attempt made to get them going in the US auto industry languished. Cultural differences were, many believe (and perhaps research has shown), at the root of the reason for the disparity. 2. KM solutions that work in one company are not “drag and drop” replicable in other operations. This is due to both culture as well as existing knowledge and evolutionary point in time - which will differ from one enterprise to the next. Take a look at Dorothy Leonard’s work. If I recall correctly she presented a case example of a steel company that had radically transformed its operating effeciency to such an extent that they allowed visitors, including competitors, to tour all parts of their operation and even take photographs of it. Why? Because the company was certain that by the time the competition figured out how to replicate whatever novel operational differences they spotted, this leading edge steel company would have by then moved along and established new sources of advantage. 3. Focus on what they’re ready to do next Examining best practices across various hotel companies can certainly provide some insight into universally acknowledged “truths” about the best way to run, and some of these truths will directly link to KM. Then again, these are also well-understood, ergo their universality. Therefore, not such a great source of competitive advantage. That is where culture and enterprise-level knowledge and learning come into play. These will be unique, differing from one enterprise to the next. And this is where the good work of KM gets done - looking at where a given enterprise is, what got them there, and hypothesizing about what they therefore could be ready to do next to advance to the next level. There are so many possibilities that come under the rubric of KM, it’s a fool’s errand to presume that just because it worked in Company A it will be a silver bullet solution for Company B. Tom Short Enterprise Knowledge and Collaboration Strategist |
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Hi Chris, I must say, I am a bit surprised that you would say the hotel industry has not embraced KM. I spend a LOT of time in hotels (>170 rack nights/year), and I see LOTS of ways KM is and can be employed (even if they don’t call it KM):
KM is the framework that would help to shape a) what they know, b) what they don’t know, and c) what’s required to fill the gaps in knowledge in these and other areas.
Hopefully this can help you to shape your research.
r/Chuck
Chuck Georgo Executive Director Website: www.nowheretohide.org |
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Christoph Voegeli
Dear Chuck
Dear Tom Thank you for taking time to post your valuable comments. Whilst, I (overall) agree on your observations I am specifically interested to collect more data (interview experts ........about whether hotel companies have / apply KM frameworks/strategies or not...?). The over 50 hoteliers (corporate and property level executives) I interviewed thus far said we don't know and we don't have KM.......a few responded ..........yes ....we do training and we have a file with SOP/P&P (more a insular or "by chance" way to manage KM). I hope to get more responses (KM experts from academia, consultancy [Deloitte, KPMG, PWC, Accent ,,,etc.] or academics from hotel /hospitality to validate and strengthen my earlier findings/ data .....or reject....) and I look forward to get your commitment for a 15 min interview over phone / Skype. Kind regards Chris |
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Murray Jennex
Yes Chris, I'm editor in chief of the International Journal of Knowledge Management and teach KM and decision support to graduate students and use KM in the hotel industry as one of my favorite examples. It is generally called Customer Knowledge Management but also fits under Customer Relationship Management. Realize that both require knowledge about the customer to work and so KM is used to manage that knowledge. I recall that one of the first hotel KM approaches was to use a rolodex with big customers pictures that the valets would recognize and pass the name up the chain as the customer came in so that the customer could be greeted by name, simple but effective...murray jennex
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-----Original Message-----
From: chuck@... [sikmleaders] To: sikmleaders Sent: Tue, Dec 19, 2017 8:47 pm Subject: [sikmleaders] Re: Seeking chance to have the below posted on the sikm group Hi Chris,
I must say, I am a bit surprised that you would say the
hotel industry has not embraced KM. I spend a LOT of time in hotels (>170
rack nights/year), and I see LOTS of ways KM is and can be employed (even if
they don’t call it KM):
KM is the framework that would help to shape a) what they
know, b) what they don’t know, and c) what’s required to fill the gaps in
knowledge in these and other areas.
Hopefully this can help you to shape your research.
r/Chuck
Chuck Georgo
Executive Director
PO Box 556 Linthicum, MD 21090 A Veteran Owned Small Business Dedicated to Helping Government Agencies and Private Sector Organizations Effectively Utilize Strategy, Technology, and Business Process to Achieve Meaningful Law Enforcement and National Security Results |
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Christoph Voegeli
Dear Murray
Great to be in touch and thank you for your insights. I am very much looking forward to speak to you. Totally agree with you on CKM and CRM but limiting hotel KM to that (only) might actually be proof that hotel KM is [un] under-developed (firstly what do hotel companies do on the soft and hard / technology part of KM? .......secondly, if a higher degree of integration is achieved it should include financial and performance figures for bench marking, for admin. and operation SOP/PnP; meetings - offline/online, expert forum for inquiry and advise; After Action Review / Lessons Learned - library; Learning / Training - Skill training on the go [mobile phone]; date base containing details and directory of owning company and corporate office; Business Intelligence with analytics [what competitors do]; innovation center [new cooking methods, food trends; service innovations.....etc.]). Hoping to have a chance to talk with you about this topic in the coming days. Kind regards Chris |
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Howie Cohen
Hi Chris, I reached out to my sister Stacey Cohen, she is an Executive Pastry Chef for Arrowwood http://www.doralarrowwood.com/ a Benchmark property. https://www.benchmarkglobalhospitality.com/press_media/releases/indie-awards/ and my brother in law Head Chef at Tarrytown House NY http://www.tarrytownhouseestate.com/ (actually just recently left). My sister advised us to look at https://www.youtube.com/watch?time_continue=132&v=yuuk3pStM24 In the hospitality industry, the service bar is too low. One thing we can do about it is to serve guests proactively. Manage the little things the guest has no time for. Take care of the bathroom. Have them say “My Pleasure” not “No Problem.” We can raise the bar with intentionality and by thinking ahead.
Alex Cabañas is CEO of BENCHMARK, A Global Hospitality Company.
Alex is passionate about leading and growing a company that makes a profound difference in the lives of employees, guests, owners, industry partners and the community. His life mission since college has been to create opportunities for others to be successful. As CEO, Alex is focused on strategic planning, people development, pursuing growth and new opportunities, promoting the delivery of memorable customer service and ultimately being the most experiential third-party hospitality management company in the industry.
Alex was previously President, business development & finance for Benchmark. During his tenure in business development roles over the last five years, the company added 22 properties to its management portfolio, expanded into the Caribbean and added to its presence in Tokyo. The company also acquired MTM Luxury Lodging, which led to the launch of Personal Luxury Resorts & Hotels.
Stacey is very aware of knowledge management and how it is naturally a part of her work. She said that while Benchmark doesn't have a "program" per se there are many aspects of the work in the industry where they use practices in community and knowledge. There is also a new focus on CX and how digital business and marketing enhance customer experience. I can put you in touch with her if you like. In regard to specific Digital Workplace / KM practices I am told by both my sister and brother in law that knowledge transfer and codification activities are critical to daily life in all respects BUT the companies only target areas with high turnover / training to deal with this. There are multiple instances of SP or 365 that go unused and there are areas that specific communities use and embrace (mostly back office). Hope this helps. Howie Cohen On Wed, Dec 20, 2017 at 12:38 AM, manager4hotel@... [sikmleaders] <sikmleaders@...> wrote:
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Hi SIKM Leaders,
I want to endorse the work being done by Chris. I have been liaising with him on this project and he is doing some good word to uncover the potential that KM has to revolutionise this industry. If anyone has insights into the project, I am sure that Chris will be pleased to hear from you.
This has been a big year for KM in many ways an I am hoping that 2018 brings about even more insights for us all. Have a great festive season and reflect on the New Year Resolutions your promised yourself last year. You still have a week to accomplish these!
Little reflection: Continuous reflective learning is one of the most powerful elements of KM, especially when done proactively and followed up. We should do more “Lessons Implemented” than “Lessons Learned” (without action and therefore benefit).
Regards Arthur Shelley Producer: Creative Melbourne Author: KNOWledge SUCCESSion Sustained performance and capability growth through knowledge projects Earlier Books: The Organizational Zoo (2007) & Being a Successful Knowledge Leader (2009) Principal: www.IntelligentAnswers.com.au Founder: Organizational Zoo Ambassadors Network Mb. +61 413 047 408 Skype: Arthur.Shelley Twitter: @Metaphorage LinkedIn: https://www.linkedin.com/profile/view?id=4229168 Free behavioural profiles: www.organizationalzoo.com
From: sikmleaders@... [mailto:sikmleaders@...]
Sent: Wednesday, 20 December 2017 4:39 PM To: sikmleaders@... Subject: [sikmleaders] KM in hotel industry - yes or no
Dear Chuck Dear Tom
Thank you for taking time to post your valuable comments.
Whilst, I (overall) agree on your observations I am specifically interested to collect more data (interview experts ........about whether hotel companies have / apply KM frameworks/strategies or not...?).
The over 50 hoteliers (corporate and property level executives) I interviewed thus far said we don't know and we don't have KM.......a few responded ..........yes ....we do training and we have a file with SOP/P&P (more a insular or "by chance" way to manage KM).
I hope to get more responses (KM experts from academia, consultancy [Deloitte, KPMG, PWC, Accent ,,,etc.] or academics from hotel /hospitality to validate and strengthen my earlier findings/ data .....or reject....) and I look forward to get your commitment for a 15 min interview over phone / Skype. Kind regards Chris
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Chris Collison
Hi Chris, You could try looking at the works that Starwoods Group have done, layering KM practices onto Six Sigma.
https://de.slideshare.net/satya_yudha/presentasi-ui
My experience is that the smaller the business margin, the harder it proves to sell KM in its own right – despite the repeatability multiplier which is so evident in the hotel industry.
Oil and Gas, Construction, Pharma, Big Government, Defence, Professional services – never a problem with multi-million $ projects and some tolerance for experimentation. But in an industry where they take the hooks from coat hangers to prevent guests from stealing them – well it’s a whole different world!
You might find it easier to embed KM alongside any existing continuous improvement work, rather than setting it up as a discrete set of practices (aka Slipstreaming.) http://www.chriscollison.com/blog/2013/07/16/10-km-implementation-approaches
All the best, Chris
From: <sikmleaders@...> on behalf of "Howie Cohen howardscohenmba@... [sikmleaders]" <sikmleaders@...>
Hi Chris,
I reached out to my sister Stacey Cohen, she is an Executive Pastry Chef for Arrowwood http://www.doralarrowwood.com/ a Benchmark property. https://www.benchmarkglobalhospitality.com/press_media/releases/indie-awards/ and my brother in law Head Chef at Tarrytown House NY http://www.tarrytownhouseestate.com/ (actually just recently left).
My sister advised us to look at https://www.youtube.com/watch?time_continue=132&v=yuuk3pStM24
In the hospitality industry, the service bar is too low. One thing we can do about it is to serve guests proactively. Manage the little things the guest has no time for. Take care of the bathroom. Have them say “My Pleasure” not “No Problem.” We can raise the bar with intentionality and by thinking ahead. Alex Cabañas is CEO of BENCHMARK, A Global Hospitality Company. Alex is passionate about leading and growing a company that makes a profound difference in the lives of employees, guests, owners, industry partners and the community. His life mission since college has been to create opportunities for others to be successful. As CEO, Alex is focused on strategic planning, people development, pursuing growth and new opportunities, promoting the delivery of memorable customer service and ultimately being the most experiential third-party hospitality management company in the industry. Alex was previously President, business development & finance for Benchmark. During his tenure in business development roles over the last five years, the company added 22 properties to its management portfolio, expanded into the Caribbean and added to its presence in Tokyo. The company also acquired MTM Luxury Lodging, which led to the launch of Personal Luxury Resorts & Hotels.
Stacey is very aware of knowledge management and how it is naturally a part of her work. She said that while Benchmark doesn't have a "program" per se there are many aspects of the work in the industry where they use practices in community and knowledge. There is also a new focus on CX and how digital business and marketing enhance customer experience. I can put you in touch with her if you like.
In regard to specific Digital Workplace / KM practices I am told by both my sister and brother in law that knowledge transfer and codification activities are critical to daily life in all respects BUT the companies only target areas with high turnover / training to deal with this. There are multiple instances of SP or 365 that go unused and there are areas that specific communities use and embrace (mostly back office).
Hope this helps.
Howie Cohen
On Wed, Dec 20, 2017 at 12:38 AM,
manager4hotel@... [sikmleaders] <sikmleaders@...> wrote:
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Christoph Voegeli
Dear Chris That is very exiting knowledge and a new perspective (KM slip streaming SS). It would be extremely interesting to know what happened to SS at Starwood after the Marriott takeover (will it continue / be integrated / or abandoned). As far as I know the StarOne (Starwood intranet/portal has migrated to Marriott Global Source (MSG) portal). I also believe that your observation is quite right on the part that hotel companies have tighter margins (budgets) compared to Energy, Pharma, Defense and therefore are possibly not very happy to invest in KM. Hope I will have a chance to speak to your over phone / Skype. Rgds Chris
On Thursday, December 21, 2017, 5:32:23 AM GMT+6, Chris Collison chris.collison@... [sikmleaders] wrote:
Hi Chris, You could try looking at the works that Starwoods Group have done, layering KM practices onto Six Sigma.
https://de.slideshare.net/satya_yudha/presentasi-ui
My experience is that the smaller the business margin, the harder it proves to sell KM in its own right – despite the repeatability multiplier which is so evident in the hotel industry.
Oil and Gas, Construction, Pharma, Big Government, Defence, Professional services – never a problem with multi-million $ projects and some tolerance for experimentation. But in an industry where they take the hooks from coat hangers to prevent guests from stealing them – well it’s a whole different world!
You might find it easier to embed KM alongside any existing continuous improvement work, rather than setting it up as a discrete set of practices (aka Slipstreaming.) http://www.chriscollison.com/blog/2013/07/16/10-km-implementation-approaches
All the best, Chris
From: on behalf of "Howie Cohen howardscohenmba@... [sikmleaders]"
Hi Chris,
I reached out to my sister Stacey Cohen, she is an Executive Pastry Chef for Arrowwood http://www.doralarrowwood.com/ a Benchmark property. https://www.benchmarkglobalhospitality.com/press_media/releases/indie-awards/ and my brother in law Head Chef at Tarrytown House NY http://www.tarrytownhouseestate.com/ (actually just recently left).
My sister advised us to look at https://www.youtube.com/watch?time_continue=132&v=yuuk3pStM24
In the hospitality industry, the service bar is too low. One thing we can do about it is to serve guests proactively. Manage the little things the guest has no time for. Take care of the bathroom. Have them say “My Pleasure” not “No Problem.” We can raise the bar with intentionality and by thinking ahead. Alex Cabañas is CEO of BENCHMARK, A Global Hospitality Company. Alex is passionate about leading and growing a company that makes a profound difference in the lives of employees, guests, owners, industry partners and the community. His life mission since college has been to create opportunities for others to be successful. As CEO, Alex is focused on strategic planning, people development, pursuing growth and new opportunities, promoting the delivery of memorable customer service and ultimately being the most experiential third-party hospitality management company in the industry. Alex was previously President, business development & finance for Benchmark. During his tenure in business development roles over the last five years, the company added 22 properties to its management portfolio, expanded into the Caribbean and added to its presence in Tokyo. The company also acquired MTM Luxury Lodging, which led to the launch of Personal Luxury Resorts & Hotels.
Stacey is very aware of knowledge management and how it is naturally a part of her work. She said that while Benchmark doesn't have a "program" per se there are many aspects of the work in the industry where they use practices in community and knowledge. There is also a new focus on CX and how digital business and marketing enhance customer experience. I can put you in touch with her if you like.
In regard to specific Digital Workplace / KM practices I am told by both my sister and brother in law that knowledge transfer and codification activities are critical to daily life in all respects BUT the companies only target areas with high turnover / training to deal with this. There are multiple instances of SP or 365 that go unused and there are areas that specific communities use and embrace (mostly back office).
Hope this helps.
Howie Cohen
On Wed, Dec 20, 2017 at 12:38 AM,
manager4hotel@... [sikmleaders] <sikmleaders@...> wrote:
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Christoph Voegeli
Dear Arthur Thank you for your kind words and support. There are some very interesting comments on this topic and I hope I will be able to speak to some members (academics / experts) of this group. Good luck with you upcoming Creative Melbourne 2018 !!!!! Merry Xmas and a Happy NY Rgds Chris
On Thursday, December 21, 2017, 4:56:14 AM GMT+6, 'Arthur' arthur@... [sikmleaders] wrote:
Hi SIKM Leaders,
I want to endorse the work being done by Chris. I have been liaising with him on this project and he is doing some good word to uncover the potential that KM has to revolutionise this industry. If anyone has insights into the project, I am sure that Chris will be pleased to hear from you.
This has been a big year for KM in many ways an I am hoping that 2018 brings about even more insights for us all. Have a great festive season and reflect on the New Year Resolutions your promised yourself last year. You still have a week to accomplish these!
Little reflection: Continuous reflective learning is one of the most powerful elements of KM, especially when done proactively and followed up. We should do more “Lessons Implemented” than “Lessons Learned” (without action and therefore benefit).
Regards Arthur Shelley Producer: Creative Melbourne Author: KNOWledge SUCCESSion Sustained performance and capability growth through knowledge projects Earlier Books: The Organizational Zoo (2007) & Being a Successful Knowledge Leader (2009) Principal: www.IntelligentAnswers.com.au Founder: Organizational Zoo Ambassadors Network Mb. +61 413 047 408 Skype: Arthur.Shelley Twitter: @Metaphorage LinkedIn: https://www.linkedin.com/profile/view?id=4229168 Free behavioural profiles: www.organizationalzoo.com
From: sikmleaders@... [mailto:sikmleaders@...]
Sent: Wednesday, 20 December 2017 4:39 PM To: sikmleaders@... Subject: [sikmleaders] KM in hotel industry - yes or no
Dear Chuck Dear Tom
Thank you for taking time to post your valuable comments.
Whilst, I (overall) agree on your observations I am specifically interested to collect more data (interview experts ........about whether hotel companies have / apply KM frameworks/strategies or not...?).
The over 50 hoteliers (corporate and property level executives) I interviewed thus far said we don't know and we don't have KM.......a few responded ..........yes ....we do training and we have a file with SOP/P&P (more a insular or "by chance" way to manage KM).
I hope to get more responses (KM experts from academia, consultancy [Deloitte, KPMG, PWC, Accent ,,,etc.] or academics from hotel /hospitality to validate and strengthen my earlier findings/ data .....or reject....) and I look forward to get your commitment for a 15 min interview over phone / Skype. Kind regards Chris
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Christoph Voegeli
Thank you Howie for contributing another piece of information that does partially overlap with my preliminary findings. That the top 5 Marriott, Hilton, IHG. Wyndham and Accor do have / apply KM (tools / practices) but smaller (SME hotel companies) probably because of smaller budgets do not have any KM. However, companies like Benchmark Hospitality are actually not part of my sample / population since they are run on a different model ("third party" - agent ....not own the property and not manage .......typically using a brand to manage or franchise agreement to be affiliated/ branding......to compare apple with apple .....). Rgds Chris
On Thursday, December 21, 2017, 12:50:34 AM GMT+6, Howie Cohen howardscohenmba@... [sikmleaders] wrote:
Hi Chris, I reached out to my sister Stacey Cohen, she is an Executive Pastry Chef for Arrowwood http://www.doralarrowwood.com/ a Benchmark property. https://www.benchmarkglobalhospitality.com/press_media/releases/indie-awards/ and my brother in law Head Chef at Tarrytown House NY http://www.tarrytownhouseestate.com/ (actually just recently left). My sister advised us to look at https://www.youtube.com/watch?time_continue=132&v=yuuk3pStM24 In the hospitality industry, the service bar is too low. One thing we can do about it is to serve guests proactively. Manage the little things the guest has no time for. Take care of the bathroom. Have them say “My Pleasure” not “No Problem.” We can raise the bar with intentionality and by thinking ahead.
Alex Cabañas is CEO of BENCHMARK, A Global Hospitality Company.
Alex is passionate about leading and growing a company that makes a profound difference in the lives of employees, guests, owners, industry partners and the community. His life mission since college has been to create opportunities for others to be successful. As CEO, Alex is focused on strategic planning, people development, pursuing growth and new opportunities, promoting the delivery of memorable customer service and ultimately being the most experiential third-party hospitality management company in the industry.
Alex was previously President, business development & finance for Benchmark. During his tenure in business development roles over the last five years, the company added 22 properties to its management portfolio, expanded into the Caribbean and added to its presence in Tokyo. The company also acquired MTM Luxury Lodging, which led to the launch of Personal Luxury Resorts & Hotels.
Stacey is very aware of knowledge management and how it is naturally a part of her work. She said that while Benchmark doesn't have a "program" per se there are many aspects of the work in the industry where they use practices in community and knowledge. There is also a new focus on CX and how digital business and marketing enhance customer experience. I can put you in touch with her if you like. In regard to specific Digital Workplace / KM practices I am told by both my sister and brother in law that knowledge transfer and codification activities are critical to daily life in all respects BUT the companies only target areas with high turnover / training to deal with this. There are multiple instances of SP or 365 that go unused and there are areas that specific communities use and embrace (mostly back office). Hope this helps. Howie Cohen On Wed, Dec 20, 2017 at 12:38 AM, manager4hotel@... [sikmleaders] <sikmleaders@...> wrote:
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Shiv Sivaguru
I like this discussion on KM in the hotel industry. Our son started in this industry about 3 years ago - and I have been watching how he is getting groomed. They cover the 'hard' aspects of the kitchen [that is his specialization] as well as the 'soft' aspects of dealing with situations and guests. While recipes and SoPs are defined, the aspect of craftsmanship in cooking and also the need to take instantaneous decisions when things do not turn out right - but still, keeping the guest expectation in mind and using the collective wisdom of the kitchen team, if the executive or other senior chefs are not around - is key. Unfortunately, that collective knowledge is not captured or made available in a simple manner. It is very very person dependent. There is a lot of scope for KM, and - as was mentioned - it is hugely influenced by the organization culture.. my 2 bits Regards Sivaguru On Wed, Dec 20, 2017 at 6:40 AM, manager4hotel@... [sikmleaders] <sikmleaders@...> wrote:
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