In conversation with EMEA Four
Seasons Hotels (Exclusive Interview)
How has the region your have been heading performed in 2018
and what are your expectations for 2019?
2018 was a stellar year for Four Seasons Hotels &Resorts and EMEA in particular. We saw tremendous strength in key markets like
Paris and Dubai. Russia performed very well with the World Cup effect and Egypt
saw a good measure of recovery also. The
absence of any significantly negative events made it a great year region wide.
2019 carries some uncertainty on a macro economic level but our diverse
geographic spread provides stability.
Is there any area or country(ies) you would single out as
exceptional performers?
As mentioned Paris, Moscow and Dubai stood out as
particularly strong markets.
With increased global competition, some argue that the long
term ‘winners’ will be operators who also invest in the properties they manage.
What is your take?
Maintaining & enhancing
physical product is always key and we are fortunate to have tremendously
supportive capital partners who are very supportive in this regard. We actively
partner with them to bring an enhanced vision and level of renewed product to
the hotels
How has the relationship with the owners changed, if in any
way, over the recent years? What is the key in the success of most of your long
term third party operator agreements?
Owner relationships and working in partnership has always
been key. We enjoy high quality and long tenured partners and contracts that are
generational ad this allows both owner and operator to take a long term view on
building sustainable value
An increasing number of your established properties have
been undergoing renovations. Are discerning travellers expecting renovations to
be completed faster than before?
Competition is fierce in the luxury space and so continuous
investment in product remains key. Expectations of our guests drives us in this
regard and we of course aim to lead in every market we operate and the many
renovations underway across the portfolio supports this.
Some argue that for a well maintained property, high
standards of service may compensate for delayed renovations. What is your view?
A good hotel requires investment in physical product to
remain top of choice from a consumer perspective. But the leap from good to
great is experiential, its human and delivered by people and so elevated
personal and intuitive service will always be the differentiating factor.
Getting the basics right every time and then seizing the opportunities to create
memorable moments.
The Four Seasons Hotel has been synonymous with the highest
service standards in luxury hospitality, having set benchmarks in certain
destinations where your properties are market leaders.
What is the key in
maintaining consistency in service?
It requires leadership to be human, authentic and inspiring
as well as inspirational in terms of service excellence. Leaders create and maintain an environment in
which the team feel inspired and free to be themselves. Respect of each
employee, investing and believing in
them is key.
An increasing number of luxury hoteliers have increasingly
been focusing on millennial's and digital. What about the ‘old money’ wealthy
consumer target and traditional media?
You cannot focus on just one demographic, all are important.
And all relate to genuine, intuitive service, to unscripted moments of care to
create memories. Millennial's first experience of our brand often comes from
visiting a bar or restaurant in our hotels and so delivering vibrant and
exciting experiences there is key.
What are the key features Four Seasons is seeking when
considering a new opening? What are your competitive advantages?
Best location, best physical product are the foundations.
Elevating that with service, delivered by empowered employees who create the magic
will always be the defining difference.
What are your upcoming new openings? Which are your top 3
feed markets internationally?
In EMEA we are bringing 2 iconic hotels to market in key
cities in 2019 … Madrid and Athens. Both
will be redefining to their markets on all levels.
Four Seasons Astir Palace Athens
Four Seasons Astir Palace Athens
Four Seasons Astir Palace Athens
Simon Casson joined the company in 1989, as an assistant
manager at what is now Four Seasons Hotel London at Park Lane. After further
assignments in London as well as Washington, he returned to the same hotel as
Hotel Manager in 2000. In 2005, he
opened Four Seasons Hotel Doha, and was promoted to Regional Vice President in
2011 before moving to Dubai for the brand’s first opening in UAE in 2014. During this time he also led the company’s
Global Spa Task Force. Simon was
promoted to his current position in 2016, and is based in Dubai.
A lifelong love of learning led to involvement in and an
honorary degree from Glion Institute of Higher Education in Switzerland, and
Simon is a founding board member of the Enderun Hospitality Management school
in the Philippines.
As a teen washing dishes in a busy kitchen in northern
England, Simon was always intrigued by what he saw through the swinging door to
the restaurant. “I vowed then and there
that I would be part of that world one day – not as a customer, but as someone
who made that excitement happen.” Simon often speaks to recent graduates and
rookie employees, sharing his story of joining Four Seasons as a young man with
little experience or education. “Here I found a culture of learning, with
mentors who coached me to stretch myself and continually raise the bar on our
product and service to our guests. My hope is to encourage the next generation
of hoteliers with my Four Seasons experience.”
As friends and colleagues know, Simon sings, and he’s
recently taken up the piano. “I bought a Steinway baby grand without a clue how
to play it. I’ve got a teacher now, and I’m going to master it.”
Photo of Simon Casson: by Aasiya Jagadeesh/ITP Images
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