T&L：您觉得2017年中国的高端酒店业市场有何变化？贵酒店集团如何应对这些变化？
What changes do you think about China's high-end hotel market in 2017? How did your hotel group respond to these changes?
Mr.Roberto Simone：与过去相比，中国的客人在预订五星级酒店的时候，已经更加成熟了。事实上，定制化的设施和个性化服务的需求正在增长，今天的消费者对产品，设施和趋势有更多的了解，并且非常关注在线反馈。如今富裕人群虽然对国际品牌仍然充满热情和要求，却倾向于采取更长时间的做决定，并最终确定其选择。忠诚度是不稳定的，要创造竞争优势，酒店需要在所有服务细节和核心产品上关注客户体验。客房设计及舒适度、水疗SPA、美食、葡萄酒和调制鸡尾酒需要为人们的感觉器官提供独特的、有推动力的体验。消费者需要的是回忆; 每一个有利于最终客户体验的细节，都是一个提升客户体验的机会，记载特别的时分，当然也会鼓励人们在社交上表现自我。托尼洛·兰博基尼酒店及度假村（TLHR），作为以宾客为中心的精品酒店品牌，将其价值主张专注于一对一的量身定制体验，致力于为客人带来超出其期待的利益，我们为此付出时间和努力，这也是我们最重要的公司资产。最终评分和客户反馈都很好，许多回头客将该品牌定位在相关市场的TripAdvisor（猫途鹰）评级中列为前10名。
The customer decision process while booking a five-star hotel is more sophisticated now than in previous years. In fact, we are experiencing an increasing demand for tailor-made amenities, and personalized services, consumers today are more informed about the products, facilities, trends and are very attentive to online feedback. Nowadays affluent people, although still enthusiastic and demanding toward international brands, tend to embrace a much longer decision-making process and finalize their choice. Loyalty is volatile, to craft competitive advantage hotels need to look at the experience customer journey along all various service touch points and core product offer. Rooms design/comfort equation, Spa inner experience, Food, wine, and mixology momentum need to provide a unique combined motivational learning experience for the five senses. Consumers needs and are looking for memories; every single details at beneficial of final guest experience is an opportunity to mark the specific moment and of course, inspire social exposure ego.
TLHR as a guest-centric boutique hotel brand, focus its value proposition toward one to one tailor-made experience, we value as the most critical company asset the time and efforts our ambassadors dedicate for the benefits of our guests making sure in exceeding the expectations. The final ratings and guest feedback are very good with a many returning guest positioning the brand on top 10th percentile of guest rating in TA in the referred market.
苏州托尼洛·兰博基尼书苑酒店（亚洲第一家该品牌酒店）
T&L：越来越多的高端酒店品牌进驻中国市场，竞争也越来越激烈，贵酒店集团有哪些措施应对激烈的竞争环境？
More and more high-end hotel brands are entering t the Chinese market, leading more and more fierce competition. What measures will you take to deal with the fiercely competitive environment?
Mr.Roberto Simone：由于中国是全球最重要的国内市场，也是全球消费量最高的国家，所有品牌都有计划进入该地区并分一杯羹，这是正常的。然而，消费行为正在迅速发生变化，今天中国旅行者注意评估享受特定品牌需要作出的牺牲。他／她关注的是地理位置、设备设施，餐饮是否有活力，最后才是价格。我们可以说，在1、1.5级城市中，消费者达到了成熟阶段，他们变得更具选择性，其期望值在不断提高。然而，较新的国内市场前沿代表着更多的房间供应增长需求的机遇，较低的准入门槛、转换成本以及更具竞争力的运营利润率对于积极的发展看起来颇具吸引力，但也受到市场平均价位低迷的挑战。第二和第三级酒店市场发展及未来健康状况与房价趋势直接相关。我们强调管理定价和捕捉约束需求的好处作为平衡利率驱动因素的重要性。
乔盈酒店管理集团（JHM）的关键战略是通过运营及支持功能，不断创新其差异化理念及持续性的团队合作; 数据分析，客人评论以及客人入住期间的互动，增强了我们扩大酒店服务体验的能力，并保持着我们一贯的以客人为中心的理念。
Being China the most significant domestic market in the world and the highest regarding global consumptions, it is normal that all brands have plans to enter in the area and get their slice of cake. However the consumer’s behavior is changing rapidly, today Chinese travelers evaluate with attention the sacrifice had to do to enjoy the selected brand. He/she looks into location, amenities if the FB is vibrant and finally the pricing. We can say that in 1 and 1.5 tier cities the consumers reached a maturity stage and are much more selective, raising the bar of their expectations. However, the newer domestic market frontiers represent opportunities for room supply growth, lower entry barriers, lower switching costs and more competitive operational margins looks attractive for aggressive development campaign although challenged by low market ADR. The future health of hotel development in 2nd and 3rd ties markets have a direct correlation with the room rate trend. We stress the importance to manage the pricing and capture the benefits of constraint demand as a driver to leverage the average rate.
JHM key strategy is to innovate its point of differentiation continuously with constant ongoing teamwork by the operational and support functions; data analysis, guest comments, and interactions during the guest’s stay enhance our ability to expand the in hotel service experience and keep untouched our guest-centric philosophy.
苏州托尼洛·兰博基尼书苑酒店行政湖景套房
T&L：您认为过去一年酒店业在服务创新、管理创新、科技创新等方面有哪些值得关注的案例？
What noteworthy cases of service innovation, management innovation, scientific and technological innovation within hotel industry in the past year?
Mr.Roberto Simone：酒店业务模式是一个BTC过程，即使有第三方或中介机构的参与，技术的发展趋势也令其更加垂直化，速度更快，酒店与最终消费者直接连接。顾客预订或者搜索酒店的行为处于持续的进化中，并且与技术进步的方式以及最终用户可以使用的工具有很强的相关性。例如，一家酒店使用集成了支付方式的社交媒体平台来销售房间库存，实际上仅仅是提供一种体验。作为这些变化的结果，所有电子商务，市场传讯和信息单位都需要重点关注并提供正确的在线内容，管理网络互动行为，将之作为吸引最终消费者并影响消费者预订的机会。我认为未来酒店品牌将更多地作为影响者而非单纯的客房销售。当涉及到旅行、美食和酒等，最好的酒店品牌影响一定的人群。
Hospitality business model is a BTC process, even with the participation of third parties or intermediaries, the technology shift tends to verticalize, speed up, linking the hotels directly to the final consumer. The customer behavior, while booking or performing a hotel search, is in continuous evolution and is strongly correlated to the way technology advance and what kind of tools are available to the final user. Example, when a hotel uses social media platform integrated with the method of payment to sell rooms inventory, in fact, is merely delivering an experience. As consequences of these changes, it is needed a significant focus from all e-commerce, marcom and information units to deliver the right online contents and manage the web interaction as an opportunity to engage the final consumer and influence the willingness to book process. I see a future where the hotels brand will act more as influencers than pure room sellers. What best of a hotel brand to influence a defined gro-demographic base when it comes travel, dine and wine etc.
苏州托尼洛·兰博基尼书苑酒店酒窖
T&L：2017年贵酒店集团有哪件事情或成就令您最为难忘？
What’s the most memorable event or accomplishment of your hotel group in 2017?
Mr.Roberto Simone：乔盈酒店管理集团（JHM）作为托尼洛·兰博基尼酒店及度假村（TLHR）在大中华区及其他地区的独家运营商和所有者，作为精品酒店集团，有足够且强大的发展潜力及市场竞争力，并赢得客户的信任，成为尊重客户体验主张的品牌。高品质的网上评论及评分显示了品牌设计和打造客人体验生活记忆的显著优势。后者是交付客户体验的结果。
JHM as Operator and Owner of TLHR license for Greater China and other regions has been able to be resilient as boutique hotel group and compete in the market, gaining the customers trust as a brand of honoring the guest experience proposition. The online qualitative comments and quantitative rating show as significant strengths the design and the guest’s memories. The latter is the result of delivered guest experience.
昆山托尼洛·兰博基尼酒店
T&L：2018年贵酒店集团的工作重点是什么？您有什么特别的计划或想法吗？
What will be the focus of your hotel group in 2018? Do you have any particular plans or ideas?
Mr.Roberto Simone：乔盈酒店管理集团（JHM）2018年的重点将是产品、人才及品牌拓展。我们将继续致力于提升我们目前管理的酒店的客户体验，这需要精准的人事策略。人力资本的最大化，是充分利用技能型人才并提供有竞争力的结果的关键。培训计划，辅导和实际继任计划是其中一些重点。乔盈酒店管理集团（JHM）相信价值链的隐藏价值，从这个意义上说，我们很快就会和一些国际知名高级酒店管理学院合作，开设酒店管理学院。
For 2018 JHM focus will be product, people, and growth centric. We will continue to work on the upgrade of the customer experience in our currently managed hotels which need an accurate People’s strategy. The maximization of our human capital, it is a key to leverage the pool skill talents and delivers a competitive outcome; training programmes, coaching and practical succession plan are some of the critical focus. JHM trust in the hidden value of the value chain and in this senses soon we will open a Hospitality Campus hopefully in partnership with some International Renowned High Ranked Hospitality School.
T&L：2018年贵酒店集团是否有新开酒店的计划？哪一家最令您期待？
Does your hotel group have a plan of opening new hotels in 2018? Which one are the most expecting for you?
Mr.Roberto Simone：目前，我们在中国大陆，澳门和东盟地区已经签署了10-15份协议，预计在2018年底之后的四年内将启动这些项目的60％。
Currently, we have a pipeline of signed 10/15 agreements located in Mainland China, Macau and Asean Region, and we expect to open 60% of these properties within next four years starting from the end of 2018.
黄石托尼洛·兰博基尼酒店
T&L：2018年您个人有什么样的旅行计划？您个人选择酒店的标准是什么？
What’s your personal travel plan in 2018? What’s your personal standard to choose a hotel?
Mr.Roberto Simone：我预测中国和东盟地区将有更多的发展机遇并实现我们的扩张计划，我个人将在夏季在美国旅行，第四季度在东南非和欧洲旅行。
我在选择酒店时的标准：
第一：城市的新概念和趋势是什么；
第二：尽情享受顶级个性化服务，以获得体验式学习的体验；
第三：如果停留许多天，每2天换一家酒店。
Well, I foresee much travel within China and Asean region to pursue our expansion plans, on the personal side I’ll travel in US in summer and in South East Africa and Europe in Q 4.
My personal standard when I choose a hotel I in the order:
Filter 1: What is new concept or trend in town；
Filter 2: Indulge in top personalized service to embrace a learning experience as well;
Filter 3: if multiple days stays change hotel every two days.
