CALIFORNIA The Official Magazine of the California Hotel & Lodging Association NOVEMBER + DECEMBER 2024 TECHNOLOGY Technology and the Guest Experience COMMUNITY Hotels at the Frontline of Social Responsibility The Heart of Guest Satisfaction MEMBER SPOTLIGHT Hotel All Star Deysa Salinas
Full day of thoughtprovoking sessions and networking for industry professionals p.18 Trends + Insights Conference
OUR MISSION CHLA is the indispensable resource for communicating and protecting the rights and interests of the California lodging industry, for providing educational training and cost-saving programs for all segments of the industry, and for supporting strategic alliances to promote the value of California tourism and travel. California Hotel & Lodging Association 414 29th Street, Sacramento, CA 95816 916.444.5780 | www.calodging.com EXECUTIVE COMMITTEE CHAIR Dhruv Patel Ridgemont Hospitality VICE CHAIR Cormac O’Modhrain Sunstone Hotel Investors IMMEDIATE PAST CHAIR Hee-Won Lim-Grosvenor Pacific Palms Hotel SECRETARY/TREASURER Daniel Kuperschmid Manchester Grand Hyatt San Diego GOVERNMENT & LEGAL RELATIONS CHAIR Javier Cano JW Marriott at L.A. LIVE AUDIT & INVESTMENT COMMITTEE CHAIR Laurenne Douglas Pacific Plaza Hotels, Inc. 2024 BOARD OF DIRECTORS Kristi Allen Ensemble Real Estate Solutions & Investments Laura Lee Blake AAHOA Javier Cano JW Marriott at L.A. LIVE David Craig Pebblebrook Hotels Vipul Dayal Days Inn San Francisco Airport West Laurenne Douglas Pacific Plaza Hotels, Inc. Marina Dutton Irvine Marriott Troy Flanagan AHLA Ross Gimpel Encore Jon Handlery, CHA Handlery Union Square Hotel Nic Hockman Disney’s Grand Californian Matt Humphreys Hyatt Regency San Francisco Michelle Millar University of San Francisco Michael Pace InterContinental Mark Hopkins Hotel Bijal Patel, CHA Coast Redwood Hospitality Bimal Patel, CHA Hotel Zico Perry Patel Radiate Hospitality Pragna Patel-Mueller Samata Management Joe Piantedosi Park Hotels & Resorts Stacey Rivera Evolution Hospitality Tejal Sood Bayside Hotel Group John Spear Hotel Drisco Jeffrey Thurrell Fisher Phillips Wes Tyler, CHA Chancellor Hotel on Union Square Mike Tweeten Ace Parking Management Bobby Walia Marriott International Corporation ADVERTISING & DESIGN Big Red M www.bigredm.com Design & Layout Juliette Miratsky Advertising Sales Bethany Murphy 732.804.7166 [email protected] Copyright © 2024. All Rights Reserved CONTENTS CALIFORNIA November + December 2024 FEATURED 12 California Hotels at the Frontline of Social Responsibility and Community Safety 14 Leveraging Technology to Enhance Guest Experience 16 Why It’s Time to Add EV Charging to Your Properties 18 CHLA’s Trends + Insights Conference a Success in Huntington Beach 04 The Heart of Guest Satisfaction DEPARTMENTS 10 Member Spotlight: Deysa Salinas 02 Message From the Chair 20 Voices of Hospitality 23 CHLA Marketplace 28 Upcoming Events 29 CHLA Partners
2 CALIFORNIA LODGING NEWS www.calodging.com Dhruv Patel CHLA Chair MESSAGE FROM THE CHAIR ENSURING GUESTS HAVE A POSITIVE EXPERIENCE is the mission of all hoteliers. It’s in our DNA. It’s also what keeps us up at night: We want everything from the moment a guest sees our hotel to the moment they leave to go right, because we know that only one thing has to go wrong to negate everything else. As we head into a softer period of demand with increased supply and many California markets still not recovered, success depends on making every guest experience memorable. In my experience managing properties, I’ve found that no matter where they are located or what kind of property, there are three main things that are the foundation of a great guest experience. First, empower your entire team to own, manage, and solve guest problems. No matter how hard you work at it, it’s inevitable that there will be a glitch someplace that will affect your guests. A thermostat that doesn’t work, noisy guests next door, a car that takes too long to get from the valet, or a bill they think doesn’t add up. The way to deal with this successfully is a combination of empathy, communication and action. Acknowledge the guest’s concern, communicate clearly what you will do—and then do it. There will be times when your staff won’t have the answer on the spot. It’s important to be transparent about that—but also to assure the guest that you will get them an answer. Communicating that, and following through, can turn a negative situation into a great positive. Think about how guests comment in reviews about problems that the staff couldn’t solve on the spot but did, and how well that reflects on your commitment to the guest experience. Second, make sure you go beyond providing accommodations and services in house. You should work to become the guest’s “hub” for all the information, recommendations and assistance they need in getting the most out of their entire stay in your community. This is not about having a concierge, but rather making sure every member of your staff is an ambassador for the community, knowing exactly how to be a total resource for guests. Where can they find a given item at 9 p.m.? What’s the best vegetarian option for lunch? How do I find the “hidden treasures” in the neighborhood? What’s the best jogging route on a weekday morning? The final goal is making your property as attractive from the outside as it is on the inside. For all the attention you pay to how your lobby looks or guest room amenities, the guest experience starts before they pass through the front door, with the appearance and reputation of the neighborhood. This isn’t something you can fix on your own. Being a proactive advocate for safe, clean, and inviting surroundings is essential for your business. That can start with building good relationships with your local police, from the chief to the local precinct captain to the officers on foot patrol on your block. Help them understand the issues you see every day and learn what they are seeing and doing to keep things safe around you. You also should build a strong relationship with your local elected officials, from the mayor to the city councilmember in your district. The more they see and hear from you, the more likely you are to get them to act, whether that’s for public safety, cleaner sidewalks, or getting those potholes filled. Becoming an active member of your local business improvement district will help ensure that you have allies that will amplify your voice at City Hall and with the local media. Unfortunately, for many of us in some parts of California, this has proved to be the most challenging issue we face. Despite doing all we can to work with local leaders, invest in neighborhood programs or support legislation on these issues, we may still be unable to effect the changes we need on the outside. That’s why focusing on your role as the guest’s hub is so important. Control what you can, and when the outside environment isn’t ideal, be prepared to provide everything they need inside your space to be comfortable and accomplish their business. There are so many other little things that add up to the best guest experience, the one that will get people to write those reviews and return to your property again and again. But focus on these three things—inside and outside your walls— and the little things will follow. So will business. BUILDING YOUR BEST Guest Experience
www.calodging.com November + December 2024 3 Contact us today! www.bigredm.com Advertise to Support Your Association! Speak to your association’s entire member base Complimentary graphic design services Modify an existing ad or have a new one created Multi-publication discounts For more information, reach out to: Bethany Murphy 732-804-7166 [email protected]
4 CALIFORNIA LODGING NEWS www.calodging.com COVER STORY SATISFACTION HeartOF HOW HUMAN TOUCH DRIVES EXCEPTIONAL EXPERIENCES THE GUEST he heart of guest satisfaction in the hospitality industry lies in its people. While technology has transformed many aspects of the guest experience—from digital check-ins to automated concierge services—it is the human touch that truly elevates service. In short, “You cannot out-tech the competition,” said Doug Kennedy, President of Kennedy Training Network. “Technology will continue to take over the most basic, rudimentary guest interactions, but the fewer interactions we have with our guests, the more important each one becomes.” Because employees are the central driving force behind exceptional experiences, it’s paramount that they are equipped with the training and spirit of hospitality to navigate guest engagement. T Continues
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6 CALIFORNIA LODGING NEWS www.calodging.com COVER STORY
www.calodging.com November + December 2024 7 Unlocking Personalized Service Establishing a genuine human connection and delivering personalized service starts with empathy. Kennedy explained that when we humanize both the guest and worker experience, it naturally fosters greater empathy, leading to more genuine interactions. “A lot of people say you cannot train hospitality because some people either have it or don’t, but I don’t believe that,” he said. “The key is to nurture the seed of empathy.” Training empathy begins with understanding the stories that are playing out for your guests, said Kennedy. A guest’s vacation might be their first trip with a new baby or the last trip before a child leaves for college. When staff members view each interaction as part of a larger story, they’re more likely to respond thoughtfully. Managers play a crucial role in fostering this culture of empathy by leading through example. “We call it the ‘3 Ms’ of hospitality leadership: model, mentor, and measure,” Kennedy explains. When managers greet their staff by name, the staff will mirror that behavior with guests. Kennedy believes in the power of “5G positivity,” where the energy a manager brings into the workplace is contagious, setting the tone for the entire team. At the Magic Castle Hotel in Los Angeles, their operational mantra of “Listen carefully…respond creatively™” drives employee engagement with guests. Staff are encouraged to find creative ways to delight guests, such as noting a guest’s favorite superhero and surprising them with a related gift. Chief Operating Officer Darren Ross said these organic moments are shared in team meetings, fostering a fun and competitive environment that boosts morale and encourages more personalized and thoughtful guest interactions. Measuring Guest Satisfaction Online reviews and guest surveys are important indicators of guest satisfaction. “Our job is to make guest service so great that they’re compelled to write about us and tell their friends,” said Ross. At Magic Castle, their commitment to not just exceptional service, but creating memories and moments for guests has given them a competitive advantage in marketing. “We don’t spend a lot of money on advertising because our customers are doing it for us,” Ross added. Kennedy, however, cautions that while reviews are valuable, they shouldn’t be the only measure of success. The best way to measure hospitality he said is the “shotgun approach.” Look at guest reviews, surveys, and, most importantly, be on the property in real time, observing guest reactions. In the 90s and early 2000s, managers would spend time in public areas observing guest interactions, he explained, while modern managers are often bogged down by emails and digital tasks. Kennedy encourages a return to this practice. “The person in real time is going to have a reaction that’s probably easier to observe than look at it after the fact.” To truly understand how well you’re serving guests, hoteliers must take a broad, holistic approach. Delivering Genuine Hospitality True hospitality isn’t always about grand gestures; it’s about creating “ordinary, extraordinary excellence,” according to Kennedy. “Service is something you deliver, but hospitality is something you make people feel,” according to Bashar Wali’s interview on the Hotel News Now podcast. Hotels have the chance, in a guest’s stay, to make people feel like they belong. “You arrived, and we Our job is to make guest service so great that they’re compelled to write about us and tell their friends. –Darren Ross, Chief Operating Officer, Magic Castle Hotel COVER STORY Continued Continues
8 CALIFORNIA LODGING NEWS www.calodging.com COVER STORY care for you,” is the message hoteliers should strive to deliver to their guests, said Wali. This notion of belonging and care is where special memories are made. Magic Castle Hotel’s reputation has been built around such personalized service. “It’s okay to take baby steps, one guest at a time,” encouraged Ross. “You don’t have to completely turn the ship around on day one, but just start—make the big offer. A clear example is if somebody calls down and asks what time our breakfast closes? Our answer is it closes at 10:30 a.m., but we’re happy to keep it open for you personally.” Ross explained that in 21 years, only three people have taken them up on the offer. The goal is to foster opportunities for personalized service that creates memorable experiences. “This is what leads to more successful properties and true guest loyalty.” At its core, guest satisfaction is driven by the human element. While technology continues to enhance convenience, it’s the personal touches—the warm greetings, the thoughtful gestures, and the empathetic responses—that create lasting memories. “Make the big offer,” Ross said. “Even if only a few guests take you up on it, the impact is profound.” Continued
www.calodging.com November + December 2024 9 COVER STORY TURNING NEGATIVE GUEST FEEDBACK INTO POSITIVE OUTCOMES Handling guest complaints isn’t just about resolving problems—that’s just the beginning. Doing it right gives your staff a chance to turn a frown into a smile and a negative experience into a positive one. Hotels that effectively manage complaints can reinforce their values and win over guests, transforming a potentially difficult situation into an opportunity to build loyalty. At the Magic Castle Hotel in Los Angeles, Chief Operating Officer Darren Ross embraces the philosophy of “majoring on a minor.” This means addressing even small issues with care, making a big deal out of resolving minor problems. Take, for example, the common issue of a room not being ready upon a guest’s arrival. Once the room is ready, offering a small gesture—like delivering a complimentary bottle of champagne and a handwritten note of apology—can leave a lasting impression on the guest. It doesn’t matter if it was 10 minutes or an hour, at Magic Castle Hotel you’re going to be serviced with that same care, reaffirmed Ross. It’s not just about fixing the problem; it’s about showing the guest that their comfort and experience are top priorities. In rarer cases, a guest may arrive and feel the property wasn’t up to their expectations. “What we do is yet another opportunity to show them who we are as a company,” said Ross. Rather than trying to convince them to stay, Ross offers to cancel the reservation without penalty and even arranges a room at a nearby hotel. “We don’t want people staying here who don’t like the hotel. It’s not good for business,” he said. “Short term, maybe we’ll lose a little bit of revenue. But long term, we’re taking their motivation away of writing negative reviews if we just take care of the problem and make it super easy for them.” This level of service not only diffuses potential confrontation but can turn a disappointed guest into someone who feels valued and respected. Often, they change their mind and decide to stay. Tone and words also play a critical role in how complaints are managed. “Whether it’s a good experience or bad experience for them, it’s in your control how it’s handled,” said Ross. When a guest feels that they are being heard and that their concerns matter, they are more likely to leave with a positive impression, even if the initial issue was unresolved. “Most people just want to be heard. The most important thing we can give them is a sense of validation,” said Doug Kennedy, President of Kennedy Training Network. “We need to train our staff to be prepared that there’s always going to be difficult guests.” Workers may internalize negative experiences and start expecting every guest to be difficult, he explained, reaffirming the importance of teaching “power of release over negativity.” “You go to work every day seeking to flip the vibe on your guests,” he said, “and you meet nicer, kinder, more warm personalities.” When handling guest complaints, prioritize the guest experience over short-term gains, and equip staff with coping mechanisms and support to navigate conflict. A waived fee or an extra effort to accommodate guest needs can pay off in the long run, reducing the likelihood of negative reviews and encouraging return visits.
10 CALIFORNIA LODGING NEWS www.calodging.com HOTEL ALL STAR DEYSA SALINAS MEMBER SPOTLIGHT Leads with Inclusion Deysa Salinas has dedicated her life to the hospitality industry. Through her hard work, ambition, and leadership over the past year, she is being recognized as one of CHLA’s “Hotel All Stars.”
www.calodging.com November + December 2024 11 MEMBER SPOTLIGHT Salinas explained that working in hospitality requires a specific personality and unique drive. “Matthew had the personality, the smile, and the experience, having previously worked as a bellman in Massachusetts.” “I remember telling my boss, if you like him as much as I did during the interview process, ‘I’m willing to do whatever I can to make sure he succeeds,’” Salinas recalls. Since Matt started, the entire team has grown. “Matt is so positive and eager to start work,” she said. The team has stepped up and created an environment where he feels comfortable and supported. Salinas maintained contact with his family to ensure she was working with Matt in a way that suited him. In response to the positive environment, Deysa’s supervisors received an email from Matt’s mother commending her work as a manager. Part of the email read, “Deysa is the most amazing manager Matt has ever had. She is professional, kind, articulate, and patient. She set boundaries that helped him excel in his role as a bellman. Additionally, management at the hotel has put together an incredible team of employees who have created a positive, family-oriented culture. That would not be possible without strong leadership.” Having been in her employees’ shoes in the past, Salinas emphasizes the importance of diversity in the workplace. “The reality is that these days, we are a mix of many personalities and cultures. You have people working from every part of the world with you, especially in San Francisco. It’s so diverse. I remember every single one of our team members came from a different country. Embracing their culture, understanding their beliefs, and connecting with them to create a unique culture within the property is what makes us very unique.” Salinas believes that the teams are the ones who truly make the hotel thrive. “The people behind the desk, behind the bar, in the restaurant—those are the ones who make the company great. Leading a group of people to achieve success, to achieve their goals, and to feel like they’re working in a family environment—that’s what makes my job amazing. It just makes me feel wonderful about it,” Salinas said. Salinas will be honored for her dedication and leadership at CHLA’s Hotel All Stars awards event in December. HER JOURNEY BEGAN IN MEXICO CITY, where she was born and raised. She pursued a degree in tourism and worked at various resorts in Mexico, climbing the ranks to leadership, before moving to San Francisco. Since joining the Argonaut in 2016, Salinas has exemplified true leadership. She is committed to creating an environment where everyone feels valued and motivated to contribute their best work, as such delivering an exceptional experience to guests. This commitment starts at the hiring level. Salinas prides herself on selecting the best candidates for any role at the Argonaut. “The hiring process I follow at the Argonaut is often considered lengthy, sometimes taking over three to four months to hire one candidate,” she said. “It’s tough because the person has to be a good fit with the other team members. The main goal is hiring the right person for that specific position and moment. You have to have that personality, that unique drive.” Just over a year ago, Salinas hired Matthew (Matt) Hicks as a bellman for the Argonaut. Matt is on the autism spectrum, but he has thrived at the hotel under her leadership. Since joining the Argonaut in 2016, Salinas has exemplified true leadership. She is committed to creating an environment where everyone feels valued and motivated to contribute their best work, as such delivering an exceptional experience to guests.
12 CALIFORNIA LODGING NEWS www.calodging.com COMMUNITY activity that is compelled through force, fraud, coercion, or engaging a minor in a commercial sex act. This can take many forms, notes Kirsten Foot, Ph.D., CEO & Executive Director for Businesses Ending Slavery and Trafficking (BEST), a nonprofit group that trains businesses and their staff on recognizing and addressing these crimes. It can range from a victim being restrained physically and forced to do something, to a victim who is coerced into some action through manipulation and lies. “If hotel staff hear ‘human trafficking’ and only think of sex trafficking, they may miss victims in their midst,” Foot said. “There is no bright line between these things, so we need to be aware of and address them all together. Otherwise, we miss it.” Human trafficking is also often confused with human smuggling. CALIFORNIA HOTELS AT THE FRONTLINE of Social Responsibility and Community Safety Traffickers often take advantage of legitimate businesses like hotels to unwittingly abet their activities—whether it is to house their victims where they can be prevented from leaving or to force them to seek employment at the hotel and then turn over their earnings. An increasing number of hotels are responding to these practices by implementing proactive measures to ferret out traffickers, which also helps to ensure the safety of their guests and employees. “If it’s not us, then who?” asked Nate McDougall, Director of Security at Balboa Bay Resort in Newport Beach. “If we weren’t there, victims could just be one in a million in a crowd, but they’re going to walk past us at our front doors, and so we get a chance to interact with them.” Federal law defines human trafficking as any act of labor or commercial sexual Travelers from every background and corner of the world pass through California hotel lobbies every day. Lodging staff are among the first people to welcome these travelers to a new city—and often have the first significant opportunity to observe if something seems “off.” In many cases, the reason is related to the crime of human trafficking. With California’s hotels at the crossroads of global travel, hospitality staff—from front desk and security to housekeeping and engineering—are in a unique position to spot, report, and help stop human trafficking. Not only does taking that responsibility seriously have the potential to save lives, it also resonates with the majority of travelers today who choose to do business with companies that align with their values around issues like human rights.
www.calodging.com November + December 2024 13 COMMUNITY “Human smuggling is moving somebody across the border with their consent, and that’s a crime against the nation state,” Foot said. “Human trafficking is a crime against individual human rights.” For years, with the help of organizations like BEST, hotels have been training their staff to recognize the signs of human trafficking. BEST offers an “Inhospitable to Human Trafficking” training in English and Spanish, which addresses both labor and sex trafficking. It uses stories from survivors of human trafficking to illustrate the ways that force, fraud and coercion show up in both sex trafficking and labor trafficking as it relates to the hotel industry. This kind of in-depth training, Foot said, equips a wide range of hotel staff with the tools and resources they need to recognize the signs of trafficking and report it effectively. To put these lessons into action, the safety team at Balboa Bay Resort empowers staff to report suspicious activities using the “See Something, Say Something” approach. They conduct monthly safety committee meetings and provide regular training on human trafficking and other safety issues for all staff. “The actual security staff at most properties is usually just a small percentage of the overall staff, so we really rely on all employees to be our eyes and ears,” McDougall said. “We try to establish a visible presence at all our main entrances, so when people are checking in and out, we see everyone who is coming on and off our property,” he added. Hotels are also encouraging ongoing dialogue between employees on the topic and creating zero tolerance policies. “It’s important to create a culture within an organization that actually encourages their staff to take the risk of reporting suspicious behavior and have confidence that they’re going to be believed and supported,” Foot said. But hoteliers know that just training isn’t enough; they need a support network to help make a difference. “We can’t do it on our own,” McDougall emphasized. “We need help from law enforcement and organizations like CHLA and other hotels to help us grow, stay ahead of trends, and help us see what we don’t know.” McDougall runs the Orange County Security Network, a group of more than three dozen security managers and directors that collaborate and share safety resources and information with each other. “It really allows us to kind of tackle this together as a whole team,” he said. McDougall and the Security Network host bi-monthly meetings. Hotels are also working with local groups in their communities to address safety issues. Balboa Bay Resort has close relationships with the Newport Beach Chamber of Commerce, along with the local fire and police departments, which has allowed them to collaborate on safety prevention efforts and establish a wide communication net where parties can share resources. Foot, who has been researching antitrafficking efforts for more than a decade, said she has seen tremendous shifts in the hotel industry when it comes to taking proactive safety and training measures. “Over the years, I’ve seen hotels go from leadership saying, ‘Oh, we don’t want to be associated with that term human trafficking,’ to recognizing the need to address both labor and sex trafficking proactively,” she said. “That’s really encouraging to me.” The hospitality industry is continually evolving, and with it grows its responsibility to help tackle our most pressing social issues. Hotels have always been and will always be integral parts of communities across the world and are setting standards of safety and accountability that have ripple effects across all industries.
14 CALIFORNIA LODGING NEWS www.calodging.com TECHNOLOGY Across the country, hotels are turning to smart technology to help streamline their operations and— they hope—enhance the guest experience. From mobile check-ins that let guests bypass lines at the front desk to smart room controls that guests can adjust from their phones, technology offers a lot of potential to save properties money and save time for guests. Yet as hotels embrace these new technologies, they present a potential downside: They also can create a disconnection between guests and staff that is an essential part of the guest experience. Replacing the traditional check-in process with an impersonal kiosk screen, for example, eliminates that first inperson contact that can set the tone for the entire visit. It’s a real challenge to strike the right balance between making good use of technology and providing the personalized experience that is key to building and maintaining LEVERAGING TECHNOLOGY to Enhance Guest Experience
www.calodging.com November + December 2024 15 TECHNOLOGY relationships with guests and making the stay memorable rather than mechanized. To counter this distance, hotels are finding ways to integrate technology that cultivates personal interactions. One important way properties can do that is by taking advantage of one of the hidden aspects of all this technology. Using data analytics, hotels not only can get a better macro view of their operations but also drill down to the individual guest to truly understand their preferences and needs. Using this knowledge during a guest’s stay— for example, the amenities they use and when they use them—enables hotels to tailor their services to each guest and even anticipate what they want. For returning guests, an analysis of previous stays can arm the hotel to make personalized recommendations, such as favorite room types, or for concierge to recommend dining options or local attractions that would appeal to them. Another strategy for leveraging tech for the benefit of the guest experience is by using it to ask for feedback. Hotels can increasingly use tech to solicit guest feedback through surveys or digital comment cards, even doing so throughout one’s stay or as part of an automated checkout process. This can allow hotels to identify areas for improvement while at the same time showing guests that their opinions and feedback are valued—or even address an issue that will turn an unhappy guest into a return customer. To ensure that technology is complementing rather than replacing human interaction, hotels should consider a strong focus on staff training. Empowering employees with the skills to use technology effectively allows them to assist guests more efficiently while also providing that personal touch. Having a mobile concierge service or app that allows guests to message the staff directly, for example, can speed up response times allowing employees to offer personalized attention to guest needs. Staff trained to leverage the technology lends to a more efficient and seamless experience without sacrificing human connection. In order to emphasize the importance of this human connection, hotels can also introduce tech-free zones, creating a space of peace and quiet in a world dominated by screens. These tech-free spaces encourage guests to disconnect and engage with their surrounding and fellow travelers and staff, promoting social interaction and fostering community Using data analytics, hotels not only can get a better macro view of their operations but also drill down to the individual guest to truly understand their preferences and needs. As hotels navigate the evolving landscape of technology, the key is to balance the operational efficiency created through technology with keeping the human element at the forefront of the guest experience. By embracing tech and leveraging the best of it in a way that integrates innovation with a personalized touch, hotels can ensure that they exceed guest expectations while also creating memorable, connection-oriented experiences.
16 CALIFORNIA LODGING NEWS www.calodging.com TRENDS WHY IT’S TIME TO ADD EV CHARGING to Your Properties By Jeff Reger, President, Act2EV and managers should consider adding EV charging stations to their properties—both as an added amenity and as a potential revenue generator. There are a number of potential benefits to your business. 1. Attract more customers. As more and more people buy EVs, they will need places to charge them—especially when traveling. This makes EV charging a perfect fit for hotels and motels. 2. Enhance brand image. In addition to attracting customers simply by adding EV chargers, you’re likely to improve the hotel’s image as a cutting-edge, environmentally conscious business committed to sustainability. 3. Help achieve corporate sustainability goals. If your business or even local governments have goals related to sustainability, installing EV charging stations can help attain those goals and demonstrate corporate responsibility. There’s a good chance that many hotel or motel managers or owners reading this own (or know someone who owns) some type of electric vehicle—either a hybrid or battery electric. That’s indicative of the growth in the electric vehicle (EV) market, which saw drivers buying 1.75 million EVs between 2010 and 2020—and a hint of what’s to come. Regardless of where you look, researchers, economists, and environmentalists expect the EV market to grow relatively quickly. Deloitte, for example, anticipates sales of EV vehicles will account for 27% of new car sales by 2030. J.P. Morgan puts that number at 30%. The Brattle Group, an economic consulting firm, puts unit numbers to those percentages, estimating that between 10 million and 35 million EVs will be on the road by 2030. EV Charging Benefits for Hotels & Motels To take advantage of the anticipated growth of the EV vehicle market, hotel/motel owners How hotels and motels can take advantage of projected electric vehicle sales
TRENDS 4. Provide a competitive edge. As with other amenities, if your property offers something nearby hotels don’t offer, you gain a competitive advantage. 5.Create more partnership opportunities. Hotels and motels often partner with other businesses— restaurants for example. By installing EV charging stations for their guests, hotels can collaborate with other businesses to enhance visibility and broaden marketing. 6.Progressive planning. Often termed “future proofing,” this is simply preparing in advance for something you know is going to happen. As EVs become more prominent on the roads, state and local governments will likely require installation of EV chargers. 7. Apply financial aid incentives. Many local and state governments and even the federal government offer rebates, grants, and/or tax incentives to encourage EV installation. 8.Generate additional hotel revenue. By offering guests an opportunity to charge their vehicles, your hotel/ motel might encourage guests to stay longer—not necessarily adding nights but perhaps lunches, spa visits, or even just a drink at the bar while their vehicle charges. Essential Decision-making Factors There’s more to installing EV chargers than the base per-unit installations costs mentioned above. Other factors that should play a role in determining if EV chargers are right for your hotel/motel include: • Start-to-finish installation costs. Charging station location, distance of the charging station from the power source, and state of electrical infrastructure all factor into the overall cost of EV charger installation. • Number of charging stations. This will depend largely on the number of rooms of your hotel/motel. • Financial aid. As mentioned above, a variety of types of financial assistance are available from the federal government, states, and local governments. • Ongoing maintenance. Like any equipment or technology exposed to the weather, chargers will require maintenance throughout the year. • Revenue generation. One important decision hotel/motel managers and owners will have to make is whether to have guests pay for charging or provide it free. Why You Need an EV Vendor Partner Installing EV chargers at a hotel or motel can be a difficult proposition—not only because of the new (and fast-changing) technology but because of the financial assistance that can make installation more feasible. Working through the planning and installation process requires a vendor partner who has a complete grasp of EV technology and the EV market—and who understands the business of hotel and motel management. Such a partner would be proficient in EV technology, local laws and regulations, governmental and utility financial assistance, insurance, electrical infrastructure, safety, and more. A vendor partner will lead your hotel or motel management team through the complete EV process, from determining if you should add a charging station, to determining how many and which type of chargers to add, identifying charger station locations on the property, identifying financing options, and more. A vendor partner will also work closely with the installer/provider of EV charging services. So, look for a vendor partner that has experience working with hotels and motels, and who has strong relationships with installers/providers of EV charging. A vendor partner that can help you navigate the complex EV world will make the installation process run more smoothly and will assure success. 1.75 million EVs purchased between 2010 and 2020 www.calodging.com November + December 2024 17
18 CALIFORNIA LODGING NEWS www.calodging.com CONFERENCE The Trends + Insights Hotel Conference, held at The Waterfront Beach Resort in Huntington Beach, brought together hotel professionals and industry experts for a full day of thought-provoking sessions and networking. During the lunch general session, attendees heard from Jon Bortz, Chairman and CEO of Pebblebrook Hotel Trust. Other topics discussed throughout the event included 2025 hotel performance projections, asset management strategies, and critical insights into security and loss prevention, with an exclusive presentation from Bradley Schoenleben of the Orange County District Attorney’s office on the key role hotels play in combatting human trafficking. The day concluded with a vibrant networking reception overlooking the Pacific Ocean. Stay tuned for details on next year’s Trends + Insights! CHLA’S TRENDS + INSIGHTS CONFERENCE A SUCCESS IN HUNTINGTON BEACH 1 2 3
www.calodging.com November + December 2024 19 CONFERENCE 4 5 1. Bradley Schoenleben, Sr. Deputy District Attorney, Orange County District Attorney’s Office 2. Jon E. Bortz, Chairman and Chief Executive Officer, Pebblebrook Hotel Trust; Lynn S. Mohrfeld, President + CEO, California Hotel & Lodging Association 3. Reception overlooking the Pacific Ocean at the Waterfront Beach Resort in Huntington Beach 4. Dhruv Patel, President, Ridgemont Hospitality (moderator); Brandon Parole, Vice President of Asset Management, RDO; Andrea Grigg, Senior Managing Director and Global Head of Hotel Asset Management, CBRE; David Craig, Senior Vice President Asset Management, Pebblebrook Hotels 5. Alan Reay, President, Atlas Hospitality Group (moderator); Laura Resco, Director of Hotel Intelligence – Americas, HotStats; Raquel Ortiz, Director, Financial Performance, STR
Q: How do you ensure that every guest’s (or group’s) experience exceeds their expectations? I anticipate their needs by listening and understanding exactly what they need and how I can provide for them during their stay, and make sure to take an extra step forward to make sure each guest feels special. This can be as simple as sending a welcome amenity to their room or upgrading them if we have the availability. What may seem like a small gesture is actually something memorable to each guest. FARAH LAKHANI, Conference Services Manager at the Westin Carlsbad and former CHLA Hospitality Foundation scholarship recipient Q: In your opinion, what is the most effective way to handle a guest complaint to turn a negative experience into a positive one? Communication is key! Smile, listen, pay attention. Thank the guest for giving you the chance to solve the problem. Offer your best solution and if their face is looking dissatisfied still, ask, ‘What can I do to make it better for you?’...all with a smile. ALEXIS MCCARTY, Manager, Guest Services, REST, a boutique hotel Q: How can hotels be stewards of their local communities? The way our hotel supports our community is that we always support small businesses with donations and discounted rooms as well as supporting firefighters or anyone who works for the government with housing during emergencies. PENNY LANGSTAFF, Front Desk Attendant, Best Western Plus Villa Del Lago, Patterson, CA Q: How can hotels be stewards of their local communities? We’re very fortunate to have some inquisitive minds working within our teams and most are overlooked or maybe never voice their interest, so talking about the subject, posting a sign-up sheet for a committee is always a great way to start. Partnerships within the local communities can start small, nothing overwhelming at first, and then build off of that. I think it’s a very important topic we should all be addressing each year. Are we doing enough? Can we be more efficient? The answer is yes, and we will continue that effort. VC NAIK, Senior Vice President of Operations and Development for Southwest Hospitality Management, LLC 20 CALIFORNIA LODGING NEWS www.calodging.com VOICES OF HOSPITALITY
www.calodging.com November + December 2024 21 Q: In your opinion, what is the most effective way to handle a guest complaint to turn a negative experience into a positive one? For people visiting the first time, we try and ask what brings them to town which will open up opportunities and possibilities to connect. A chalkboard greeting or heart-shaped towel on a bed can go a long way! Guests are often blown away when we mentioned something they talked about or even greet by name before we look at their ID! Our guests love it. If someone mentions something they really appreciated or enjoyed during their stay, I will update their profile or keep a note handy to remind me to do the same on their next stay. NATALIE SALINAS, General Manager, Holiday Inn Express & Suites, Dinuba, CA Q: What strategies or practices do you use to personalize guest interactions? The easiest way to build a conversation is complimenting a guest’s hair, outfit, or car. In my experience, it has led to great responses like, where they get their hair done or what their favorite stores to shop at are, and with the cars sometimes they bought it because they received a promotion or a milestone was accomplished and, to me, that sets the tone for their stay because here at La Quinta we aren’t only here to check you into your room we’re here to celebrate you as well. We are just as thrilled as our guests for their experiences and accomplishments. MALIA NORDHAUS, Front Desk Lead, La Quinta by Wyndham, Galt, CA Q: How do you ensure that every guest’s (or group’s) experience exceeds their expectations? We recently had a group in house that prioritized health and wellness. We were able to work together with our culinary team to create a personalized menu that accommodated their healthy diets and lifestyle. We also like to create experiences for the groups that are distinctive and personalized to our property and its beautiful location. We work closely together with our guest services team to plan beachside bonfire parties that include fantastic views of the sunset and delicious smores. We have an artist that can draw the group’s logo in the sand to add that extra little splash of personalization. By creating all of these unique experiences for our groups, we exceed our guests’ expectations by going above and beyond to make them feel welcome. KYAIRA COLEMAN, Meetings and Events Manager for the Waterfront Beach Resort VOICES OF HOSPITALITY
22 CALIFORNIA LODGING NEWS www.calodging.com
www.calodging.com November + December 2024 23 MARKETPLACE BANKS/BANKING SERVICES TMC Financing ......................... 415.989.8855 BARTERING/TRADING IMS Barter ....................800.287.3874 x1730 BENEFITS ADMINISTRATION Hotel Effectiveness Solutions ...................................... 678.325.1150 Salarycom ..................................480.237.6130 BEVERAGES/BEVERAGE DISPENSING SERVICES Everybody Water, Inc. ..............917.583.7838 LaCroix Sparkling Water ....... 714.308.5583 McClain Cellars, Inc. ...............949.570.0790 BIOHAZARD CLEAN-UP Bio SoCal — Biohazard/ Crime Scene Cleaning ........... 818.839.9000 CARPET & FLOORING SALES & SERVICE Embassy Carpets ................... 800.366.7847 CLEAN TECHNOLOGY CONTRACTORS Panasonic Eco Systems North America (PESNA) — IAQ Division ........510.203.3630 CLEANING SUPPLIES/SYSTEMS Ecolab, Inc. ............................... 800.352.5326 HD Supply Hospitality ...........800.431.3000 Mobile-Pack ............................. 206.947.4905 Renegade Brands USA, Inc. ..................................... 216.789.0535 ACCESSIBILITY/ ADA COMPLIANCE ACR Design & Build..................714.746.4000 ADA Compliance Consultants, Inc.........................916.608.0961 TravelAbility.................................917.434.6144 AIR CONDITIONING/HEATING Geary Pacific Supply..............623.824.6000 LG Air Conditioning Technologies ..............................303.921.5538 AMENITIES/ROOM & HOTEL AMENITIES Chadsworth & Haig................. 843.675.8250 Diversified Hospitality Solutions......................................619.985.6259 ARCHITECTS Architectural Dimensions ..... 510.463.8300 ASSOCIATIONS Hotel Council of San Francisco ...............................415.391.5197 Visit California Caroline Beteta 916.444.4429 [email protected] www.visitcalifornia.com AUDIO/VISUAL Encore Global Ross Gimpel 530.559.0700 [email protected] www.encoreglobal.com CHLA COFFEE/TEA SALES/ SUPPLIES/SERVICES Tayst Coffee, Inc. ........................ 516.962.2141 xBloom Coffee ......................... 734.272.8679 COMPUTER SOFTWARE ChefTec ......................................303.447.3334 CONSULTING & TRAINING Accurate Ergonomics ............ 707.894.4544 Businesses Ending Slavery & Trafficking (BEST) ............. 206.905.6843 Hogan Hospitality .......................415.331.1061 Kassouf Consulting ..................951.659.3202 Petra Risk Solutions ............... 800.466.8951 Singer Associates, Inc. ............ 831.227.5984 STR ............................................. 615.824.8664 Wallace Hospitality Solutions ..................................800.450.0082 CONTRACTORS BKB Enterprises, Inc. ............... 949.201.6351 LIXIL Brands ........................... 805.206.9053 CREDIT CARD SERVICES Casablanca Payments / Mercantile Processing, Inc. ...203.253.7259 Merchant Advocate .................215.439.2596 CUSTOMER SATISFACTION INNtelligent CRM ..................... 832.618.8880 DIRECT TV PROVIDER Commercial Connect Television, Inc. ........................... 877.789.7995
24 CALIFORNIA LODGING NEWS www.calodging.com MARKETPLACE ECO-FRIENDLY Act2EV, LLC ...............................408.502.1140 EDUCATIONAL INSTITUTIONS California State Polytechnical University — Pomona .............909.869.3105 California State University — Long Beach .............................. 562.985.4485 California State University East Bay ..................................... 510.885.4710 Cypress College ........................562.331.4032 San Diego State University ...619.594.4964 University of San Francisco ............................415.422.2498 EMPLOYEE RELATIONS/BENEFITS Petra Risk Solutions ............... 800.466.8951 EMPLOYMENT AGENCIES/SITES Hospitality Internships, LLC ........................ 901.800.7142 Hospitality Staffing Solutions ......................................619.249.0515 ENERGY EFFICIENCY Utility Saver ...............................619.259.0492 ENERGY MANAGEMENT INNCOM by Honeywell .............714.699.6131 Verdant Energy Management Solutions ......... 888.440.0991 ENTERTAINMENT SONIFI Solutions .................... 442.309.6254 Union Square Business Improvement District ............... 415.781.7880 FINANCING/ FINANCIAL PLANNING Hallmark Funding Corporation ................................916.784.2614 Hospitality Funding ................650.740.9875 Pinnacle Bank ..........................408.637.6030 FITNESS EQUIPMENT Gym Equipment Rental ............818.471.3603 FOOD SUPPLIERS/ DISTRIBUTORS Just ‘N’ Case Essentials, Inc. ......................... 866.636.8225 FRANCHISING Red Roof Franchising Stephanie Pina 713.576.7459 [email protected] Red Roof is an award-winning leader in the lodging industry recognized for creating the innovative Upscale Economy segment serving millions of guests each year. Whether business or leisure, short trips or extended stays, in the hearts of cities or on the road, Red Roof has a property for every traveler. FURNITURE/FIXTURES & EQUIPMENT (FF&E) Hongnestly Hospitality, Inc. ... 626.715.2729 VDA Elevator & Escalator Consulting .................................. 214.329.4474 HOTEL BROKERAGE Carmel Business Sales ............. 831.625.5581 Lodging Brokers Network ......415.606.4587 NewGen Advisory — The Bowman Post Group ........ 818.667.0627 HOTEL DEVELOPMENT/DESIGN Trinity Investments .................... 213.318.0587 HOTEL MANAGEMENT Acme Hospitality ..................... 805.456.4291 Aelius Management Group ..... 209.518.0971 Allen Property Group, Inc. .......831.688.9231 Apple Hospitality REIT ............804.344.8121 Ashford Hospitality Trust REIT ................................ 972.490.9600 Braemar Hotels & Resorts, Inc. ............................ 972.490.9600 BRE Hotels & Resorts ................ 718.921.8124 Concept Hotel Group .............650.839.6274 Crescent Hotels & Resorts ....703.279.7820 Davidson Hospitality Group ....................................... 678.349.0909 Destination Properties, LLC .......................760.250.0998 DiamondRock Hospitality Company .....................................240.744.1150 Edward Thomas Collection .................................. 310.859.9366 Ellis Hospitality ........................... 415.775.8116 Ensemble .................................... 562.257.1005 Extended Stay America Corporate Office ......................855.485.0712 Four Sisters Inns ...........831.649.0908 x108 Global Vision Hotels, Inc. ........650.504.4119 Hotel Managers Group, LLC .................................858.673.1534 Huntington Hotel Group ..........972.510.1200 Hyatt Hotels Corporation .....301.380.3000 Interstate Hotels & Resorts .................................. 949.783.2500 JC Resorts .................................858.454.9793 Johnson Hospitality ............... 925.730.4930 Loews .......................................... 212.521.2000 Marc & Rose Hospitality ........602.240.3340 Noble House Hotels & Resorts .................................... 425.827.8737 Omni Hotels Corporate ..........972.730.6664 OTO Development, LLC ........864.596.8930 Pacific Plaza Hotels, Inc. ........ 510.832.6868 Pacifica Hotel Company .......805.957.0095 Park Hotels & Resorts ..............571.302.5757 Radiate Hospitality ..................650.424.1400 Reneson Hotel Group ............ 415.883.4400 Ridgemont Hospitality .......... 510.569.4400 RLJ Lodging Trust ................... 301.280.7777 Rosewood Hotels & Resorts, LLC ......................... 310.228.5000 Service Properties Trust .........617.964.8389 Sonesta Hotels ........................ 800.766.3782 Spire Hospitality ..................... 469.788.8700 Springboard Hospitality ........818.905.8280 Stonebridge Companies ........ 303.785.3100 Storey Hospitality .................... 650.885.5189 Summit Hotel Properties ....... 512.538.2300 The Mayer Corporation .......... 949.759.8091 Xenia Hotels & Resorts ............ 407.317.6950
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