{"id":16320,"date":"2022-06-14T09:00:00","date_gmt":"2022-06-14T08:00:00","guid":{"rendered":"https:\/\/brandfinance.com\/?p=16320"},"modified":"2022-06-15T15:39:17","modified_gmt":"2022-06-15T14:39:17","slug":"nh-hotels","status":"publish","type":"post","link":"https:\/\/brandfinance.com\/insights\/nh-hotels","title":{"rendered":"NH Hotels: Putting Customers at the Forefront of your Brand"},"content":{"rendered":"\n

This interview was originally published in the Brand Finance Hotels 50 2022<\/a> report. <\/p>\n\n\n\n

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Interview with Isidoro Mart\u00ednez de la Escalera.<\/h2>\n\n\n\n
\"\"
Isidoro Marti\u0301nezde la Escalera,
Chief Marketing Officer, NH Hotels<\/figcaption><\/figure><\/div>\n\n\n\n

What is at the heart of NH Hotels' brand strategy?<\/strong><\/p>\n\n\n\n

Our brand is the footprint and the impression we leave on the customer. It represents the way our customers perceive us. That's why any effective brand strategy should seek to match who you want to be with how you are perceived. The less distance there is between your corporate aspiration and your customers' perception, the more your brand will be appreciated and valued.<\/p>\n\n\n\n

In the analogue world, you may have been able to influence this perception with certain very specific image campaigns, but in today's digitalised and open society, such methods are of little use. In the digital sphere, customers are particularly empowered and increasingly demanding. As a brand, you have to anticipate their tastes and needs, be in constant contact with them and fine-tune your attributes towards those values that bring us closer and position us where we want to be.<\/p>\n\n\n\n

At NH we have always placed the customer at the centre. We are about to celebrate our 45th anniversary and during this time we believe that we have been able to anticipate their preferences based on solid brand attributes that have been appreciated over time. We have functional values linked to quality, to the strategic location of our hotels, to efficiency; other aspirational values, linked to gastronomy, to differential service; and other highly emotional values, linked to the warmth of our human treatment, to the honesty with which we keep our promises and to transparency. In short, we have long been very clear that our product is the customer experience and everything comes together to meet and exceed the expectations of our guests every day.<\/p>\n\n\n\n

In the last two years, we have also taken special care to ensure the safety of our customers and employees and we have committed ourselves to solidarity as a way of dealing with the difficult situations generated by the health crisis and the economic crisis associated with it. By reinforcing these two commitments, we have managed to regain the confidence of a bewildered consumer, and to give continuity and strength to those values most appreciated by customers in these volatile times.<\/p>\n\n\n\n

What do you consider to be the secret to your brand's growth?<\/strong><\/p>\n\n\n\n

Insisting on improving our customers' experience by encouraging them to connect with us and getting them to recommend us. If we manage to maintain a fluid dialogue with them based on mutual trust, we will be closer to success. And that is achieved through a consolidated, reliable and participative brand. Over the years we have distilled a very solid corporate narrative, in which we have the legitimacy of a very clear track record and an offer that is clearly coherent with the values that represent us, based on both the physical attributes of our hotels and the digitalisation of processes while maintaining the human touch in our interactions with guests as a hallmark of our identity.<\/p>\n\n\n\n

As a company, we are oriented towards premium and experiential urban tourism, both leisure and business, with very good locations in the most important cities. With this very specific profile, we also have different brands that segment the offer according to the characteristics of each client. In this way, we ensure exclusive experiences and the maximum personalisation of services for each stay.<\/p>\n\n\n\n

Since our integration with Minor Hotels at the end of 2018, we have also consolidated our position as one of the world's major hotel groups. Beyond our recognised presence in the urban segment through our benchmark brand NH Hotels, we have strengthened our presence in the premium segment with NH Collection. The integration with Minor has allowed us to expand our universe of brands and to enter strongly into the European luxury sector thanks to Anantara, and into the resort sector with Tivoli. We are also expanding our offer for a segment of young travellers, the Millennials, with innovative lifestyle brands such as nhow and Avani.<\/p>\n\n\n\n

How has the brand evolved? How has the NH brand managed to be top of mind for several generations? What challenges have you faced?<\/strong><\/p>\n\n\n\n

With coherence and perseverance. I think the key is that we have managed to stay true to our brand values over time, while at the same time incorporating new services and experiences in line with customer trends and needs. In other words, we have made the brand's value proposition grow without leaving aside what makes us who we are and what the customer looks for and expects in each of their interactions with us. The success of this strategy, which has led us to remain at the top of mind for years in all our key markets, is based on an exhaustive knowledge of the customer, a process of active listening and leadership in terms of innovation, experience, responsibility and efficiency. Each of these values has an impact on the final image of the brand. These are issues of the utmost importance that we resolve with a clear vision of the future and always with the customer at the centre of everything we do.<\/p>\n\n\n\n

In such a long process, we have had the opportunity to incorporate different hotel portfolios, with very different structures and characteristics, and throughout economic cycles that have not always been easy. We have managed to imbue them with the spirit and style of our brand; to be able to integrate them and make them distil that NH way of understanding hospitality. This has probably been our greatest success over time, and it is clear that this can only be achieved thanks to a team of professionals who are committed, passionate and committed to the Group's values.<\/p>\n\n\n\n

Does NH's financial area work together with the marketing area to implement brand actions? What benefits do you find in this collaboration?<\/strong><\/p>\n\n\n\n

The business areas of our company have long ceased to be watertight compartments. There are no independent tasks in the hotel business. Each part influences the others. Without a holistic and integrated view of the different departments, it is impossible to achieve effective results.<\/p>\n\n\n\n

If we focus on the last two years, those of the pandemic, it is clear that financial management has been decisive for the economic viability, for the corporate brand image and for the future of the Group and its professionals. At the same time, the commitment of employees, technological innovation, process automation, extraordinary security measures and relationships of trust and proximity with suppliers have also been decisive. In the hotel business, all activities are closely interrelated. Bringing all these factors together in a single melody, and making it sound good and memorable in the ears and minds of every customer, is a challenge. And we can only approach it with the effort and commitment of everyone.<\/p>\n\n\n\n

In NH, all these collaborative and cross-functional ways of understanding the offer and the brand were commonplace long before the pandemic. The sector was in a very intense process of reinvention. The pandemic has accelerated it, but many of the basics were already in place. The task of Marketing and Communications is to bring coherence to all these processes and to translate them into a univocal and attractive final brand image.<\/p>\n\n\n\n

Behind every crisis there is an opportunity, the COVID19 has pushed many brands to implement actions that had not been considered in the roadmap initially, but have been a success and have brought unexpected value to the brand, so they will be maintained over time. Do you have any examples in NH?<\/strong><\/p>\n\n\n\n

In general, the pandemic has forced the sector to digitise and reinvent many aspects of customer management. Fortunately, in our case, by the time the crisis hit, we already had much of the work underway and simply had to accelerate the large-scale implementation of digitised services and proven technological advances. This allowed us, and still allows us, to give an extremely agile and efficient response to the new needs and trends demanded by the client. Today, any guest can carry out all their interactions in the hotel digitally. Check-in, room selection, check-out, reservations in restaurants, gyms, access to the press or even request additional amenities. In addition, these advances previously made, allowed us to open our hotels after the first de-escalation with 700 new security standards, many of which are going to stay.<\/p>\n\n\n\n

In short, we have reinvented the model to be even more efficient. We have learned to invest in what the customer appreciates and needs in their stay with us, while employing digitalisation, automation and robotisation to optimise back office processes and offer an increasingly extraordinary customer experience that is personalised, secure, agile and always with a human touch.<\/p>\n\n\n\n

It is said that the pandemic may be reduced to endemic this year. What changes may the new normal bring in terms of business and brand image?<\/strong><\/p>\n\n\n\n

It is still too early to say, but if so, it will mean that we will no longer be living in a permanent state of emergency pending measures and restrictions. Having the freedom to travel to any destination, permanently reactivating international travel, being able to hold meetings and events with a large number of attendees, as well as not having limited seating capacity in restaurants, will be definitive in maintaining the positive evolution of recovery to pre-pandemic levels that we have already seen in recent months.<\/p>\n\n\n\n

In any case, we must continue to be responsible and maintain the safety of our professionals and clients as a priority.<\/p>\n\n\n\n

Likewise, we are seeing as a post-pandemic trend an acceleration of guest expectations for brands and operating models to incorporate sustainability criteria as a priority, both at the level of reducing the impact on the environment and social responsibility. For this reason, in the next economic cycle, Sustainability will be one of the pillars to further consolidate trust in our brand.<\/p>\n\n\n\n

We believe that the quality of the guest experience, reinforced with safety and sustainability, will allow us to maintain our leading position in brand recommendation and booking preference among our customers.<\/p>\n\n\n\n

Entrevista a Isidoro Mart\u00ednez de la Escalera, CMO de NH Hotels<\/h2>\n\n\n\n

\u00bfCu\u00e1l es el centro de la estrategia de marca de NH Hotels?<\/strong><\/p>\n\n\n\n

Tu marca es la huella y la impresi\u00f3n que dejas en el cliente. Representa la forma en que nuestros clientes nos perciben. Por eso, cualquier estrategia eficaz de marca debe intentar adaptar lo que quieres ser a la forma en que eres percibido. Cuanta menos distancia haya entre tu aspiraci\u00f3n corporativa y la percepci\u00f3n de tus clientes, tu marca ser\u00e1 m\u00e1s apreciada y valorada.<\/p>\n\n\n\n

Es posible que en el mundo anal\u00f3gico pudieras influir en esa percepci\u00f3n con determinadas campa\u00f1as de imagen muy espec\u00edficas, pero, en una sociedad tan digitalizada y abierta como la actual, esos m\u00e9todos no sirven de mucho. En el \u00e1mbito digital los clientes se encuentran especialmente empoderados y cada vez son m\u00e1s exigentes. Como marca tienes que anticiparte a sus gustos y necesidades, estar en permanente relaci\u00f3n con ellos y afinar tus atributos hacia aquellos valores que nos acercan y nos posicionan d\u00f3nde queremos estar. <\/p>\n<\/div>\n<\/div>\n\n\n\n

En NH siempre hemos situado al cliente en el centro. Estamos a punto de cumplir 45 a\u00f1os y durante este tiempo consideramos que hemos sabido adelantarnos a sus preferencias desde unos atributos de marca s\u00f3lidos y apreciados a lo largo del tiempo. Tenemos valores funcionales ligados a la calidad, a la propia ubicaci\u00f3n estrat\u00e9gica de nuestros hoteles y a la eficiencia; otros aspiracionales, vinculados a la gastronom\u00eda, al servicio diferencial; y otros sumamente emocionales, vinculados a la calidez del trato humano, a la honestidad con la cual cumplimos promesas y a la transparencia. En definitiva, desde hace tiempo tenemos muy claro que nuestro producto es la experiencia de cliente y todo confluye en responder y superar cada d\u00eda las expectativas de nuestros hu\u00e9spedes.<\/p>\n\n\n\n

En estos dos \u00faltimos a\u00f1os, adem\u00e1s, hemos velado de manera especial por la seguridad de nuestros clientes y empleados y hemos apostado por la solidaridad como forma de hacer frente a las dif\u00edciles situaciones generadas a ra\u00edz la crisis sanitaria y la crisis econ\u00f3mica asociada a ella. A trav\u00e9s del refuerzo de estos dos compromisos, hemos conseguido recuperar la confianza de un consumidor desconcertado, y dar continuidad y fortaleza a aquellos valores m\u00e1s apreciados por los clientes en estos tiempos de tanta volatilidad.<\/p>\n\n\n\n

\u00bfCu\u00e1l consider\u00e1is es el secreto del crecimiento de vuestra marca?<\/strong><\/p>\n\n\n\n

Insistir en mejorar la experiencia de nuestros clientes alentando la conexi\u00f3n con ellos y consiguiendo que ellos mismos nos recomienden. Si conseguimos mantener con ellos un di\u00e1logo fluido y sustentado en la confianza mutua, estaremos m\u00e1s cerca de tener \u00e9xito. Y eso se consigue a trav\u00e9s de una marca consolidada, fiable y participativa. A lo largo de los a\u00f1os hemos destilado una narrativa corporativa muy s\u00f3lida, en la que contamos con la legitimidad de una trayectoria muy clara y con una oferta claramente coherente con los valores que nos representan, bas\u00e1ndonos tanto en los atributos f\u00edsicos de nuestros hoteles como en la digitalizaci\u00f3n de los procesos, mientras mantenemos como se\u00f1a de identidad el toque humano en las interacciones con los hu\u00e9spedes.<\/p>\n\n\n\n

Como compa\u00f1\u00eda, tenemos una orientaci\u00f3n hacia el turismo urbano pr\u00e9mium y experiencial, tanto de ocio como de negocio, con muy buenas localizaciones en las ciudades m\u00e1s importantes. Sobre ese perfil tan espec\u00edfico, contamos adem\u00e1s con diferentes marcas que segmentan la oferta en funci\u00f3n de las caracter\u00edsticas de cada cliente. De esa forma, en cada estancia aseguramos experiencias exclusivas y la m\u00e1xima personalizaci\u00f3n de los servicios.<\/p>\n\n\n\n

Desde nuestra integraci\u00f3n con Minor Hotels a finales del 2018, nos hemos consolidado adem\u00e1s como uno de los grandes grupos hoteleros mundiales. M\u00e1s all\u00e1 de nuestra reconocida presencia en el segmento urbano a trav\u00e9s de nuestra marca de referencia NH Hotels, nos hemos fortalecido en el segmento premium con NH Collection.<\/p>\n\n\n\n

La integraci\u00f3n con Minor nos ha permitido ampliar nuestro universo de marcas y entrar con fuerza en el sector del lujo europeo gracias a Anantara, y en el de Resorts de la mano de T\u00edvoli. Igualmente, estamos ampliando nuestra oferta para un segmento de viajeros j\u00f3venes, los Millennials, con marcas innovadoras tipo lifestyle como nhow y Avani.<\/p>\n\n\n\n

\u00bfC\u00f3mo ha evolucionado la marca? \u00bfC\u00f3mo la marca NH ha conseguido estar en el top of mind durante varias generaciones? \u00bfA qu\u00e9 retos os hab\u00e9is enfrentado?<\/strong><\/p>\n\n\n\n

Con coherencia y constancia. Creo que la clave est\u00e1 en que hemos conseguido mantenernos fieles a nuestros valores de marca a trav\u00e9s del tiempo, a la vez que hemos ido incorporando nuevos servicios y experiencias alineadas con las tendencias y necesidades del cliente. Es decir, hemos hecho crecer la propuesta de valor de la marca sin dejar de lado aquello que nos hace ser qui\u00e9n somos y que el cliente busca y espera en cada una de sus interacciones con nosotros. El \u00e9xito de esta estrategia que nos ha llevado a continuar en el top of mind durante a\u00f1os en todos nuestros mercados clave se basa en un exhaustivo conocimiento del cliente, en un proceso de escucha activa y de liderazgo en t\u00e9rminos de innovaci\u00f3n, de experiencia, de responsabilidad y de eficiencia. Cada uno de estos valores repercute en la imagen final de la marca. Son cuestiones de m\u00e1xima trascendencia que resolvemos con una clara visi\u00f3n de futuro y siempre con el cliente en el centro de todo lo que hacemos.<\/p>\n\n\n\n

En un proceso tan prolongado, hemos tenido la oportunidad de incorporar distintas carteras de hoteles, con estructuras y caracter\u00edsticas muy diferentes, y a lo largo de ciclos econ\u00f3micos no siempre f\u00e1ciles. Hemos conseguido imbuirlos del esp\u00edritu y el estilo de nuestra marca; ser capaces de integrarlos y hacerles destilar esa forma NH de entender la hospitalidad. Este ha sido probablemente nuestro mayor \u00e9xito a lo largo del tiempo y, es evidente, que eso solo se logra gracias a un equipo de profesionales comprometido, apasionado y volcado con los valores del Grupo.<\/p>\n\n\n\n

\u00bfTrabajan en NH conjuntamente el \u00e1rea financiera con la de marketing para poner en marcha las acciones de marca? \u00bfQu\u00e9 beneficios encontr\u00e1is en esa colaboraci\u00f3n?<\/strong><\/p>\n\n\n\n

Hace mucho que las \u00e1reas de negocio de nuestra compa\u00f1\u00eda dejaron de ser compartimentos estancos. No hay cometidos independientes en el negocio hotelero. Cada parte influye en las dem\u00e1s. Sin una visi\u00f3n panor\u00e1mica e integral de los distintos departamentos es imposible obtener resultados eficaces.<\/p>\n\n\n\n

Si nos centramos en los \u00faltimos dos a\u00f1os, los de la pandemia, est\u00e1 claro que la gesti\u00f3n financiera ha sido determinante para la viabilidad economica, para la imagen corporativa de marca y para el futuro del Grupo y sus profesionales. A la vez, el compromiso de los empleados, la innovaci\u00f3n tecnol\u00f3gica, la automatizaci\u00f3n de procesos, las medidas extraordinarias de seguridad y las relaciones de confianza y proximidad con los proveedores han sido tambi\u00e9n decisivas. En el negocio hotelero todas las actividades se relacionan estrechamente entre s\u00ed. Conseguir reunir todos esos factores en una \u00fanica melod\u00eda, y que adem\u00e1s suene bien y resulte memorable en el o\u00eddo y en la cabeza de cada cliente, es todo un desaf\u00edo. Y solo podemos abordarlo desde el esfuerzo y el compromiso de todos.<\/p>\n\n\n\n

En NH todas estas formas colaborativas y multifuncionales de entender la oferta y la marca eran habituales desde mucho antes de la pandemia. El sector estaba en un proceso muy intenso de reinvenci\u00f3n. La pandemia lo ha acelerado, pero buena parte de las bases ya se ven\u00edan aplicando previamente. El cometido de Marketing y Comunicaci\u00f3n es dar coherencia a todos esos procesos y declinarlos en una imagen de marca final un\u00edvoca y atractiva.<\/p>\n\n\n\n

Detr\u00e1s de cada crisis hay una oportunidad, el COVID19 ha empujado a muchas marcas a implementar acciones que no hab\u00edan sido consideradas en la hoja de ruta inicialmente, pero han resultado un \u00e9xito y han aportado valor inesperado a la marca, por lo que se mantendr\u00e1n en el tiempo. \u00bfTen\u00e9is alg\u00fan ejemplo en NH?<\/p>\n\n\n\n

En general, la pandemia ha obligado al sector a digitalizarse y a reinventar muchos aspectos de la gesti\u00f3n del cliente. Por suerte, en nuestro caso, para cuando lleg\u00f3 la crisis, ya ten\u00edamos gran parte del trabajo avanzando y simplemente tuvimos que acelerar la implantaci\u00f3n a gran escala de servicios digitalizados y avances tecnol\u00f3gicos ya testados. Esto nos permiti\u00f3, y nos sigue permitiendo, dar una respuesta extremadamente \u00e1gil y eficiente a las nuevas necesidades y tendencias que demanda el cliente. A d\u00eda de hoy, cualquier hu\u00e9sped puede efectuar todas sus interacciones en el hotel digitalmente. El check-in, la elecci\u00f3n de habitaci\u00f3n, el check-out, reservar en los restaurantes, gimnasios, acceder a la prensa o incluso solicitar amenities adicionales. Adem\u00e1s, estos avances previamente realizados, nos permitieron abrir nuestros hoteles tras la primera desescalada con 700 nuevos est\u00e1ndares de seguridad, muchos de los cuales, van a quedarse.<\/p>\n\n\n\n

En definitiva, hemos reinventado el modelo para ser m\u00e1s eficientes a\u00fan. Hemos aprendido a invertir en lo que el cliente aprecia y necesita en su estancia con nosotros, mientras empleamos la digitalizaci\u00f3n, la automatizaci\u00f3n y la robotizaci\u00f3n para optimizar los procesos en el back office y ofrecer una experiencia de cliente cada vez m\u00e1s extraordinaria, personalizada, segura, \u00e1gil, y siempre con un toque humano.<\/p>\n\n\n\n

Se dice que la pandemia puede quedar reducida a endemia este mismo a\u00f1o. \u00bfQu\u00e9 cambios puede traer la nueva normalidad en t\u00e9rminos de negocio y de imagen de marca?<\/strong><\/p>\n\n\n\n

Todav\u00eda es pronto para afirmarlo, pero si fuera as\u00ed, esto va a permitir no vivir de forma permanente en estado de emergencia pendientes de medidas y restricciones. Tener libertad para viajar a cualquier destino reactivando de forma permanente los viajes a nivel internacional, poder mantener las reuniones y eventos con gran n\u00famero de asistentes, as\u00ed como no tener aforos limitados en los restaurantes va a ser definitivo para mantener la evoluci\u00f3n positiva, de recuperaci\u00f3n a niveles pre-pandemia, que ya observamos en estos meses.<\/p>\n\n\n\n

En cualquier caso, hay que continuar siendo responsables y seguir manteniendo la seguridad de nuestros profesionales y clientes como una prioridad.<\/p>\n\n\n\n

Igualmente, estamos viendo como una tendencia post-pandemia una aceleraci\u00f3n de las expectativas del hu\u00e9sped para que las marcas y los modelos operativos incorporen con prioridad los criterios de sostenibilidad, tanto al nivel de reducci\u00f3n del impacto en el medio ambiente, como de responsabilidad social. Por esta raz\u00f3n, en el pr\u00f3ximo ciclo econ\u00f3mico, la sostenibilidad va a ser uno de los pilares para seguir consolidando la confianza en nuestra marca.<\/p>\n\n\n\n

Consideramos que la calidad de la experiencia del hu\u00e9sped, reforzada con seguridad y sostenibilidad, nos permitir\u00e1 mantener nuestra posici\u00f3n l\u00edder en recomendaci\u00f3n de marca y preferencia a la hora de reservar por parte de nuestros clients.<\/p>\n\n\n

\"Brand<\/div>
Brand Finance Hotels 50 2022<\/h5>
Read our annual report on the most valuable and strongest hotel brands.<\/div><\/a><\/div><\/div><\/div>\n\n
\"Brand<\/div>
Brand Finance Spain 100 2022<\/h5>
Informe anual de las marcas m\u00e1s valiosas y m\u00e1s fuertes de Espa\u00f1a.<\/div><\/a><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"

This interview was originally published in the Brand Finance Hotels 50 2022 report. Interview with Isidoro Mart\u00ednez de la Escalera. What is at the heart of NH Hotels' brand strategy? Our brand is the footprint and the impression we leave on the customer. It represents the way our customers perceive us. That's why any effective […]<\/p>\n","protected":false},"author":6,"featured_media":17363,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[142,135],"tags":[167,37],"class_list":["post-16320","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-es","category-brand-spotlights","tag-hotels","tag-spain"],"acf":[],"_links":{"self":[{"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/posts\/16320","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/comments?post=16320"}],"version-history":[{"count":19,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/posts\/16320\/revisions"}],"predecessor-version":[{"id":17577,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/posts\/16320\/revisions\/17577"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/media\/17363"}],"wp:attachment":[{"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/media?parent=16320"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/categories?post=16320"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/brandfinance.com\/wp-json\/wp\/v2\/tags?post=16320"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}