Former executive at Hyatt Hotels Corp
- Lodging industry trends, focusing on luxury and upscale segments
- Demand environment and implications of staffing shortages
- Leisure and all-inclusive resort positioning given ALG (Apple Leisure Group) integration
- Hyatt’s (NYSE: H) technology infrastructure and digital investments
What key trends have you been monitoring across the lodging industry and specifically in the luxury segment?
Could you elaborate on what you’re seeing around the demand environment and specifically in leisure travel relative to the recovery of business and group travel?
Are there any concerns around how corporate and business travel may be impacted by today’s economic conditions? If we see a pullback in corporate spend, how do you reconcile that with the numbers you just shared?
In the longer term, how sustainable are the opportunities that you described, such as no-work company trips or meetings, as well as other emerging business travel opportunities for the hotel space?
What is your perspective on today’s pricing environment? How does pricing in the luxury segment compare to 2019 levels?
How would you assess Hyatt’s ability to sustain prices relative to peers?
What’s the potential risk for Hyatt if we see a pullback in leisure demand given the company’s increased exposure to the leisure market with ALG [Apple Leisure Group], as well as the resort market?
What can you tell us about today’s operating environment? To what extent is labour still a challenge for a player such as Hyatt?
Could you outline the possible ways technology can help mitigate labour challenges across the industry? How have you seen the industry adapt and invest in technology to begin addressing these issues?
Which suppliers in this space are significantly differentiated and supporting hotel operators in some of the use cases you outlined?
Would you say the integration challenge is strictly an issue with staff learning and the learning curve in adopting solutions, or is there more to it?
Is technology a competitive edge for Hyatt, relative to the competition? How would you characterise the company’s tech capabilities?
How much room is there for Hyatt to improve or continue expanding on technology? Is there anything that ALG may have contributed to Hyatt’s existing capability?
You mentioned AI isn’t as cost-prohibitive as it was a few years ago. How have you seen technology costs come down in the last few years? How difficult is it still to integrate technology into new developments vs existing ones?
Could you comment on Hyatt’s loyalty programmes and respective strengths and weaknesses vs the competition?
You alluded to the importance of unlocking value from data. How do you see Hyatt and other hotel operators leveraging the data collected at different touch points? What could it unlock for hotels?
How might hotel operators think about the rationale around developing in-house technology vs outsourcing with third-parties or acquiring?
Do you have any final comments about Hyatt? What scenarios might play out when it comes to technology or any other notable areas?
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