This is the year of ‘Future Thinking and resetting’ at Harrison, and our recent planning and brainstorming session was all about that. It was a truly dynamic session with contributions from the global team in Melbourne, London, Dallas and Dubai.
We’re all mindful that the industry we work in is under pressure like we’ve never seen before, but hotels are still under construction, entrepreneurs are still designing and building, chains are still growing, but in the shadows, we experience record numbers of lifetime closures, sales declines and job losses which we cannot get away from.
But what of the hotel assets that have had a year of hell from lockdown after lockdown, how can they continue to survive? …… We have a clear view that they have to.
The Future of the Hotel.
We talked about the role that large hotels will play in owner portfolios, hypothesising whether there was still a place for them in cities where office worker behaviour has transformed and what once might have been unthinkable is now becoming acceptable ‘working from home’ and the role of Zoom becoming so common place it’s hard to see a return to the social and working habits of the noughties.
So, what of these assets?
Can whole floors be transformed from single night stays to permanent residences? Can staid all day dining becoming destination dining? Perhaps a whole floor transformed to a gaming and sports themed destination with a global brand perhaps, such as Goose Island Craft Beer Bar, an AB InBev concept?
Meeting rooms transform to technological spaces that replace the traditional meeting room, to a Boardroom by the hour or day and other cavernous space transformed to destination social meeting and workspaces relieving the boredom of home working. Why couldn’t additional space be used to home retail services and shops aligned to the needs of the new user, guest, resident, visitor, worker and owner?
Can a 600-bed hotel become a 350-bed hotel and multi-purpose asset that relies on multiple income, multiple destination purpose driven rather than the traditional dual income streams they currently rely?
These assets have to sweat and sweat differently. Imagine hotel revenue directors being complemented (even replaced) by single building asset managers looking after leasing etc., not just maximising the revenues of single night stays.
And then we went on, how do we make these spaces even more dynamic, future thinking and pace setting, like fashion statements but more physical and permanent. Many owners crave trophy assets, be they the hotel brand or restaurants and bars within, but that list is a relatively short one and as we transform how do we lift stunning indulgent design and make it equally captivating, atmospheric and command crave?
Hospitality Trends & Ideas to Look Out for in 2021
Our fashion analogy is that it’s a bit like taking couture fashion off the catwalk and into the mainstream, still generating awesome brand awareness but affordably in spaces that drive essential footfall from the residents but also the surrounding community as a new destination, but also a space that can quickly evolve, maintain and drive footfall.
Dining, drinking, social and meetings spaces that used to last several years or longer won’t now as innovators and entrepreneurs teach us how to create dynamic spaces so brilliantly and affordably. The consumers’ emotional needs crave value; atmosphere, comfort and the trend are now a given expectation.
We’re looking forward to seeing how hotels evolve in the transformation generation of today’s roaring twenties.
Futuristic thinking is demanded to make sure that guests still get their jaw dropping experience, but owners too can sleep better at night knowing their assets are sweating while they’re sleeping, whatever the time of day it is. And that is what the design, branding and strategy team at Harrison are focusing this year with their theme of ‘Future Thinking’ as ‘Global Brand Transfer’ experts.
The team at Harrison have proven their ability to take brands and successfully ‘glocalise’ them from home brand to a global brand particularly in the franchise sector with brands such as Hard Rock Café, Pizza Hut, Wynham Hotels and Resorts, Hilton, Slim Chickens and TGI Fridays.
The Harrison Global Brand Transfer program now offers clients a full end-to-end service from design, branding, and franchise consulting services.
Brand Development on behalf of the Franchisor
Building design brand books for franchisees to deliver consistent global brand guidelines.
Brand Delivery on behalf of the franchisee.
Taking the brand books and providing detailed drawings for local contractors to build and deliver.
Strategic market entry guidance to both franchisor and franchisee with expert guidance and consultancy to ensure a successful development plan roll out
Guidance and advice for new brands going to market with franchising aspiration
Working with operators to build a robust franchise model.
Guidance and Advice for established brands with a franchise strategy.
We have over the years in fact created a Harrison ‘franchise ecosystem’
For further information or a chat about your franchise plans then please contact us on firstname.lastname@example.org or via our websites contact us page.