Pioneering a New Era in Hospitality in APAC
In an industry that constantly evolves, the key to success lies in our adaptability and our commitment to reimagining our strategies. At Cross Hotels & Resorts, we've undertaken a comprehensive and in-depth planning development process, marking a bold step toward transformation.
We've left no stone unturned – from bringing in panels of experts from hospitality and parallel industries for consultation and advice, to war gaming different opportunities with financiers and corporate strategists.
Most importantly, we've been open and vulnerable to change, critically evaluating ourselves and our business to determine what works, what doesn't, and where we can introduce positive change.
Ultimately our new company vision states: "Cross will be APAC’s Hotel Management operator of choice for owners seeking the innovative alternative to the global chains."
We're now ready to share what this vision means for us and how we'll bring it to life for our owners and guests.
1. Levelling the Playing Field
Success hinges on profitability and scalability. One key differentiator that sets us apart as an innovative alternative to global chains is our commitment to enabling owners to thrive in key markets. Unlike larger chains with rigid area restrictions, we provide owners with the flexibility to utilize our stable of well-loved lifestyle brands that local guests adore. This approach lowers the barriers to entry into new markets, capitalizes on our brand recognition, and ensures cost-effective marketing.
We're also embracing aggressive strategies for ancillary revenue generation by encouraging GMs to push beyond conventional operating models, maximizing growth potential across all aspects of our properties.
By providing owners with a level playing field and supporting their growth ambitions, we’re redefining what it means to partner with a hotel management operator.
2. Transparency and Long-Term Value Creation
Ethical decision-making, social responsibility, and transparency are integral to our identity. While some may chase quick profits, we prioritize long-term value creation for our stakeholders. We believe in taking full responsibility and accountability for our business, treating each hotel as if it was our own. Our commitment to ethical leadership ensures that we lead correctly for all parties involved.
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3. Effective Communication Creates Successful Partnerships
We believe in developing close and enduring relationships with our owners, so when they partner with us, they have direct access to our senior leadership as well as our skilled support teams. We’re elevating our owner relationships from handshakes to heartfelt hugs!
I’m actively involved in world trade shows, promoting our brands and owners' properties directly with distributors and agents. This personal touch and honest engagement create a unique on-the-ground presence that cannot be replicated.
4. Building Relationships, Not Just Numbers
Understanding the rights, needs, and concerns of our owners is paramount. We treat our owners as more than just contracts; they are valued relationships that should last a lifetime. We believe in understanding our owners deeply, identifying business gaps, and respecting cultural nuances.
Our tailored, consultative approach allows us to offer services that meet each owner's specific needs. We’re not just a hotel management operator; we’re a partner. My team and I work alongside our owners to ensure their success.
5. Going Beyond the Ordinary
I’m never content with the status quo, and I’ve infused Cross with a desire to constantly innovate and create. We are committed to going beyond traditional hospitality operations, disrupting the norm, and pushing the boundaries of what is possible.
"It’s not broken, so don’t fix it" is a notion we challenge with every guest experience. Our dedication to enhancing our brand signatures across properties ensures that we consistently surprise and delight guests by going above and beyond whenever possible, setting new standards of creative excellence in the industry.
Cross Hotels & Resorts is on a transformative journey. Our commitment to redefining lifestyle hospitality brand experiences sets us apart as a business that delivers innovation.
We're not just a choice; we're the future of hospitality in Asia-Pacific.
HT
Cutting edge CEO & Chief Commercial Officer | Entrepreneur | Travel & Aviation | Startup & Insurtech | Digital Innovation Executive | Culture & Equality Builder
1yCongratulations Harry! Very important points across the plan. I am especially bias to ‘value creation’ where I also like to call it value innovation and ‘going beyond’ where the DNA of an organization is founded in challenging itself for a mindset of continued improvement and pushing boundaries. Well done and all the very best!
Digital Growth Consultant | Founder at Nailed it Studio
1yI love how you aim to go beyond traditional hospitality operations. That's exactly what hospitality needs now!
Building Hoffero - Social Commerce Platform for Hotels.
1yGreat points, especially 4&5. 👍 IMHO - at Strategic level one should be courageous to go beyond the obvious! And, on Tactical front it takes ‘leadership mettle forged in battle’. In simple words, accomplish the mission and improve the organization.