COVID-19: Hospitality Sector Recovery Action Plan- Mark Havercroft

COVID-19: Hospitality Sector Recovery Action Plan- Mark Havercroft
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Mark Havercroft is the Regional Director for Minor Hotels Africa an international hotel group. Minor Hotels is an international hotel owner, operator, and investor, currently with a portfolio of over 565 properties. Through our Anantara, Avani, Elewana, Oaks, NH Hotels, NH Collection, and TIVOLI properties, Minor Hotels operates in 56 countries across the Asia Pacific, the Middle East, Africa, the Indian Ocean, Europe, and South America actively seeking suitable acquisitions, joint venture opportunities, and management assistance opportunities.

Marc Havercroft, Minor Hotels’ Africa regional director discusses more what hospitality players have to learn from the successes of their Asian counterparts, and how these concepts can be applied favorably to rebuild the sector.

COVID-19 has brought the travel and hospitality industry to its knees. But if Africa takes a leaf out of the book of Asian markets that are making “work leisure” and “workstation” their watchwords, there is indeed plenty of hope for a solid post-pandemic recovery strategy.

With the sector unable to fall back on its trusty international market, despite many country borders on the continent beginning to reopen, deliberate tactics hoteliers must now turn to include leveraging the regional business travel market for all its worth!

As the world moves through the COVID-19 pandemic, hoteliers are logically turning their attention to the business travel market to help reignite the hospitality industry and tourism in general, particularly in Africa, says Mark Havercroft of Minor Hotels.

For hotels specifically, a sector that plays a highly significant role in our regional economies, business travel may well turn out to be the saving grace. It follows then that players in this market must embrace new and effective strategies that allow them to effectively capitalize on the potential that business travel presents.

READ  Transcorp Hotels Hard Hit By COVID-19: As Hotel And Tourism Industry Loose Over $50bn In Revenue

In sub-Saharan Africa alone, one in 30 jobs is in the travel and tourism sector, according to a World Bank report. Yet long periods of lockdown, accompanied by new social distancing norms and constant bio-surveillance, has fundamentally changed the landscape. Going forward, it will top priority for hoteliers to ensure guest safety, combined with the usual highest quality service and the best guest experience possible, if they are to see business travelers, and the companies they represent, continue to choose them.

To this end, it’ll also be the job of hotels, especially those that rely on out-of-country guests for their livelihoods, to remarket themselves in respect to what they offer these business clients. This includes a renewed focus online and other touchless services for all types of interactions, as well as the physical transformation of their public spaces.

Local travelers, and most especially local business travelers, can no longer be viewed as “the back-up plan” either. It’ll be some time before even the international business travel market gets back to pre COVID-19 levels. So if they are to have a future, hotels must tailor offerings that speak to the local market concerning their customs, tastes, and the nature of the experiences that will definitely prove attractive.

Take for example the “workstation”, that concept that is garnering plenty of attention from local business travelers keen to see their employers allow them to mix business with some pleasure. It’s no surprise that such an opportunity to break out of the by now over-familiar work-from-home environment and instead work from a hotel during the day would be most appealing.

READ  POST COVID-19: African Hoteliers Need To Be Astute In Their Offerings In Order To Attract, Retain And Expand Market… Mark Havercroft

Along with workrooms featuring suitable socially-distanced workstations, often in rooms previously utilized for conferencing and meetings, another attractive option is equally acceptable socially-distant excursions with colleagues. These can be facilitated by hotel teams to forge closer engagement between workmates who may no longer see one another every day. Both these options serve as a reminder of the office environment pre-pandemic while boosting critical reintegration with colleagues previously viewed by many as their daytime family.

In the longer term, there will of course be life beyond our immediate borders as entry restrictions are further eased. And Africa certainly has an advantage here, considering how well the continent has weathered the COVID-19 storm – a fact that is likely to see global economies turn their attention back to Africa, and prepare for more local business dealings.

Awareness of how to effectively harness this new market will be key going forward, and hoteliers will have to be up to speed about what countries are reopening for business were, especially their African neighbors. South Africa reopened its international borders on 1 October as the country moved to lockdown Level 1, followed by Zambia, Namibia, Lesotho, Zimbabwe, Mozambique, Eswatini, Tanzania, Rwanda, Nigeria, Ghana, Ethiopia, and Kenya – albeit with differing regulations around COVID-19 testing before arrival, and quarantine requirements.

Africa has indeed begun to reopen. Now the country must demonstrate that it’s ready and able to welcome back travelers and get back to the business it performs so well.

 


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