the hotel factory


The Peak-end rule and dessert at the buffet

Daniel Kahneman, psychologist and Economics Nobel Prize winner in 2002, along with Barbara Fredrickson, Charles, Schreiber, and Donald Redelmeier published a study in 1993 that demonstrates the psychological heuristics, that indicates that people value their experiences by averaging 50% their “peaks” (intense moments) and 50% the “ends”, sensation experienced at the end, instead of by the average of all the moments lived, thus creating the Peak-end-rule.

According to this scientific evidence, 50% of the experience of a meal would be attributed to the dessert or the last dish you eat, thus becoming an essential dish for customer evaluation.

Generally, in buffets desserts are paid little attention; they are of low quality and have a high degree of artificial ingredients such as preservatives or sweeteners. Many hotels do not have a pastry section or the staff that independently cooks dessert; they rotate or assign the least experienced cook. In reality, it is not necessary to have a professional pastry chef, but to hold an employee accountable and to train them could be beneficial.  

In an increasingly competitive sector, one that seeks to meet customer expectations, increasing satisfaction and therefore online reputation, the key is not in a single factor, but in the combination of various elements that can help increase the satisfaction of our clients:

  • Quantity: It is not about offering a large number of desserts, but enough variation to make the client feel he can choose between options. For example, offering themed corners with dishes and at least two deserts of the created theme, this way, you can impress customers with two sweets every day, in addition to allowing them to try new dishes, while offering options. 


  • Dish presentation: :Those complicated plating with fruits cut in the form of animals or plants are a thing of the past, trends evolve. Clients seek and appreciate simplicity, which is why looking for a stylish and straightforward dish presentation can have an impact. Offering individual set-up can be beneficial, though preparing them can take longer, it allows us to reduce waste and control the portion that clients consume. 


  • Quality:: Clients are more and more demanding; this is why you should seek to incorporate natural ingredients and homemade recipes. This can help with food waste, the fruit that can’t be served in the buffet can be used to create jams, mousses, or homemade syrups; tastier than industrial ones. Also, the pastries that go hard can be used to make pudding filled with sweet or salty creams.


  • KM0 / Proximity: tourists seek to learn and emerge to local culture; this suggests they would appreciate traditional dishes from the local culture. As well as those dishes made with ingredients gathered locally, it is a good idea to create regional corners, for example, desserts such as Ensaïmadas or Sobrasada in Mallorcan hotels.


The hotel factory works with clients offering consulting and training for all hotel departments teaching them how to take full advantage of all the resources they have and to guarantee the satisfaction of both their clients and their staff.

If you are interested in learning about our kitchen training courses or any other department taught by our certified trainers and coaches, do not hesitate to contact us.


Subsidized training, have you planned it already?

All companies that contribute to social security have a CREDIT; this should be taken advantage of and should be used to organize training for workers discounted from the payment to social security.

This credit consists of a percentage of what each worker contributes through their payroll for training, so putting together credits that every employee provides courses can be offered to everyone. 

Therefore, why not take advantage of this circumstance by designing quality training that motivates and trains the work team equally? Given the starting point and/or expectations are different among the participants, new concepts for some, updating for others, and positioning in the company for all.

This way, we can achieve a course that adds value, that guarantees the attendance and predisposition of the students, a critical factor in being able to take advantage of this credit. 

With the subsidized training, everyone benefits. The workers win, achieving a higher qualification, the company, with a more competent team, and the client, with a better service.

To favor the correct management of credits for courses it’s necessary to comply with rigorous regulations regarding their organization and documentation.

The company must be involved in the planning of the training, along with FUNDAE (former Fundación Tripartita), the training center, or external entities, as information and documentation about the courses must be presented to FUNDAE.

So what can be done to ensure this communication is easy? It is essential to designate a person responsible for this task, someone who knows the procedure thoroughly to keep track of the entire course. 

Below is the information required for the subsidized training:

Before the course:

  • Provide company data.

  • Provide data of participants.

  • Inform the RLT (Legal Representation of Workers) of the courses to be held.

During the course:

  • Supervise and encourage workers to attend classes, taking into account that only those who attend at least 75% of their duration may be subsidized.
  • Attend the visit of an on-site inspection if it were to occur.

After the course:

  • Keep the documentation generated from the courses for four years.
  • Communicate to the responsible department the accounting obligations of the course expenses and corresponding subsidizing.
  • Address the requirements of FUNDAE if they were to occur.

In the hotel factory, we work with our clients so that they can take full advantage of all the resources available of their company to facilitate the empowerment and development of its employees.

If you are interested in learning about our training courses taught by our certified trainers and which can be subsidized by FUNDAE, do not hesitate to contact us. 


Leadership: you can pass it on

In recent years, companies and employees demand leaders rather than managers, but do we know how to identify the differences between leading and managing? Should we replace one for the other?

John P. Kotter, professor at the Harvard Business School, leader in business thinking, leadership and change, defines that “Management deals with facing complexity. Leadership, by contrast, is about coping with change. The real challenge is combining both, which, although different, are complementary”.

Lucia Langa, director of the Master in High-Performance Leadership at EADA Business School in Barcelona, ​​a colleague, and mentor, affirms that “leadership is difficult to define because it is the conjunction of many elements.”

Lucia affirms something revealing, and that is that “the right leader does not speak of leadership, he exercises it naturally. On the other hand, who is not a leader usually uses that meaning to talk about himself, even presuming to be so”.

Managing is a set of daily activities related to administration, organization, planning, control, ultimately, solution, and decision-making.

On the other hand, leadership involves more committed activities, such as defining the purpose, communicating it, engaging others, encouraging them, being an example to follow. It is, in short, creating an atmosphere of shared work.

Following the previous definitions, we can establish that the main differences between leadership and management are, respectively, the following:

  • Setting an orientation vs. planning and budgeting

  • Aligning people vs. organizing and staffing

  • Motivate people vs. control and solve problems

Thus, we can establish that leadership is people-oriented, while management is task-oriented.

On the other hand, management and leadership are not excluding skills, so it would be incorrect to think that it is better to dominate one more than the other. Strong leadership with weak management is no better, and sometimes even worse.

The key is to ensure skills complement each other, and the challenge is that they do it in a balanced way.

The functional integration of both systems allows success in an increasingly complex and volatile environment.

From the hotel factory, we work with our clients in developing leadership in their organizations, through training and coaching. We genuinely believe that every business project must consolidate a leadership culture to become a successful project.

We work dynamics and team coaching because we truly believe that good leadership is what transforms a group into a team.


Tips for SOPs: Housekeeping department

In one of our latest publications on SOPs , we released our methodology to adapt operational standards to current trends. Today, we come back to tell you a little more about it, although this time we will focus on one of the departments that greatly influences customer satisfaction: the housekeeping department.

The housekeeping department is one of the most valued departments by guests even though is the one that least personal interaction with the guests has, since one of its main functions is to take care of the cleanliness of the rooms and the hotel facilities without interrupting the rest and tranquility of the guests. However, while the housekeeping staff does not interact continuously with the guests, it is the department that has direct access to guests’ most intimate space, the room. Hence, hotel guests value cleanliness excellence while having their personal belongings treated with care and delicacy.

Given the importance of the department’s impact on the final customer satisfaction, while developing SOP’s (Standard Operating Procedures) is crucial to reflect the company’s values and culture, as it can be an asset to the hotel’s online reputation. In order to accomplish this, the hotel factory collaborates in the design of the SOP’s, taking care of the smallest details:

  • The way employees must enter in the guest’s room depending on the situation.

  • The appropriate wording to use for each type of guest.

  • How to treat guests’ personal belongings.

  • The optimal cleaning method for each space.

  • The order of the steps to be followed while cleaning the room so that it is cleaned in the most efficient way and in the shortest time possible.

In addition,  the hotel factory also advises on the most efficient working method for the housekeeping department: work in pairs vs work individually.

Work in pairs (an employee/junior with another senior) can offer a number of advantages, such as:

  • The reduction of physical exertion, especially at the time of making the bed, resulting in fewer resigns.

  • Continuous training of the maids thanks to the exchange of knowledge.

  • Increased motivation and improvement of the work environment among the staff because they are not alone during their shift.

  • It reduces the talk between employees in the hallway, so there is less noise that can annoy guests who are in the rooms

However, it also has some disadvantages, such as:

  • Risk of decreased productivity, especially if communication within working partners is not controlled.

  • Disagreements in performing tasks.

  • Possible productivity unevens within the working pairs

On the other hand, work individually is also a valid method, presenting the following advantages:

  • Increased concentration on task performance.

  • Greater responsibility and recognition for the results.

However, it also has some disadvantages, such as:

  • Increased workload.

  • No synergies in the performance of certain tasks such as making beds.

  • Less knowledge exchange between team members and less standardization of the cleaning process.

In conclusion, the implementation of SOPs in one of the departments can help in two major strategic purposes: 1. Standardize the quality of services and 2. Increase customer satisfaction, and with it, the hotel’s online reputation. To do this, the hotel factory also offers a training line so that, once the SOP has been developed by departments, adapted to the particularities of each client, it is effectively implemented in the team, ensuring the success of the project.

If you need more information about the new concept of SOPs that has been developed in the hotel factory, do not hesitate to contact one of our offices, from which we can advise you and offer solutions adapted to your needs.


The Art Concept at hotels

In the hotel industry, it is becoming increasingly difficult to get a different proposal that might attract the attention of customers and, in addition, be profitable. To achieve this, a primary step is to choose the topic in which you want to specialize, and from there, create an optimal concept that reinforces the idea.

A trend that is currently booming is using art as the main identity of a hotel. Precisely for this reason, there are already different establishments at national and international level focused on their artistic concept that can be highlighted:

  • In London we find The Exhibitionist hotel, a 5-star boutique hotel with 37 rooms. Every one of the corridors has been individually designed and includes different expositions. In addition, some of the staff in charge of highlighting its artistic concept.

  • The Swatch Art Peace Hotel Shanghai, 5-star hotel located in China. It is    characterized by acting as a residence for artists and by having different     workshops in which those might work. At the end of the stay, each artist leaves a     work piece that begins to be part of the hotel.

  • Located in Madrid, the 5-star Hotel Puerta América is special because of its 12         floors, being each one decorated in a different and unique way with the help of       the 19 world’s most prestigious architectural studios and designers.

  • Paradiso Ibiza Art Hotel, a 4-star hotel, is located in Ibiza and focuses on      contemporary art. Every room is dedicated to a different artist having one of work     pieces as a  decorative element. Besides, the hotel welcomes different artists on       weekends and includes activities that reinforce this concept.

  • The heart of Mallorca’s old town is the 4-star Brondo Architect Hotel, it is a space with an industrial design that brings together the Mallorcan architecture of the seventeenth century. It has 33 rooms and, as a curious fact, its suites instead of being numbered, are named after renowned architects. Moreover, the hotel has temporary exhibitions and local street music throughout the year.

  • The hotel Belmond La Residencia a 5-star hotel also located in Mallorca has high qualified staff that take guests on artistic routes of the surroundings. It also has other activities such as sculpture classes or portrait services.

Recently, the hotel factory took part in a conceptualisation project in which art was the main theme. Our intention is always to guarantee differential additional products or services, competitive and as interesting as possible for the possible hotel segment(s) as well as meeting the needs and preferences of every client.

If you want to know more about our projects, please do not hesitate to contact us.


Tips for SOPs: Reception Department

In our blog we have been talking about SOPs for a year, explaining from what they are to how they should be evaluated. We talk about them once again in this post however, we will focus specifically on the SOPs of the reception department.

The reception department is the visible face of the hotel. In addition to being the department that supervises the available rooms, where reservations are made, where departures are recorded and where rooms and keys are assigned, it is the first department that the client contacts (through the reservation) and for this it is the hotel’s cover letter. The functions that we have just developed in the department indicate that it is the department that interacts with the client the most (doubts, complaints…) and the department that gives the first and last impression to the client (with check-in and check-out).

Based on the hotel factory experience, a reception SOP should take into account certain aspects. Here are a number of tips for developing a reception SOPs:

  • Name of the client. Staff must use the customer’s name during interactions with the customer, even more so if the customer is repetitive.

  • Wording. Depending on the type of customer, the staff should contact the customer in a more formal or informal manner. The SOP must collect the different approaches according to the different segments of the hotel.

  • Welcome and farewell. As discussed above, it is the department that gives the first and last impression to the customer, so the steps described in this process must be accurate. It should be specified how the front desk staff should welcome and how to say goodbye to the client. In the farewell it is important to ask the client to participate in the main online reputation channels in case the latter is satisfied with the hotel.

  • Attitude. The SOP should indicate that the front desk staff should always make eye contact and smile at the customer as much as possible. It is an important aspect to highlight in SOPs because it is something that seems obvious but it is often lacking.

  • Feedback. It is important to collect information about the customer and their hotel impressions to know what to offer them and personalize their experience, as well as knowing what should be improved or what should be continued to be done. Therefore, the SOP should include how staff should request feedback from guests during different interactions and what to do with this information afterwards.

  • Situations with the customer. Certain situations should be developed where it is explained how the receiving staff should react to such situations with the customer. For example, the staff’s response to a complaint about the room. This way, employees will have a standardized response to the different possible situations. It is recommended to make an accurate list of the most common customer situations, and for less common situations establish a base response (for example: “Let me check with my director, Mr. X”).

  • Anecdotal tips:

    • Scanning documents. The front desk staff should know how to request and how to scan customer documentation. The SOP must indicate that under no circumstances photocopies of the customer’s documentation can be made or kept.

    • Verification. Throughout customer interactions, staff must verify certain aspects such as room type, payment method, booking name and more.

The hotel factory has worked on different SOPs projects, both in urban and holiday hotels, perfecting the methodology and the final result. All this allows us to adapt to the demands and needs of our customers and stand out for a differential approach:

  • Visual format. Photos, icons and colors predominate so that the employee has a friendly reading and the message is transmitted correctly.

  • Customer-focused. SOPs focus on the customer journey, including useful phraseology and tips for each type of client.

  • Simple language. The wording of the steps will be written in a simple language, understandable to any level of knowledge and experience of the employees.

  • Induction, training and control tool. The SOP serves to induce new employees, to train current employees and to establish control over the standardization and quality of services.

  • Basic steps. The SOP focuses on the basics of the process.

If you need more information about the new concept of SOP’s that we have developed in the hotel factory, do not hesitate to contact one of our offices, from which we can advise you and offer solutions adapted to your needs.



“I have noticed that even those who assert that everything is predestined and that we can change nothing about it still look both ways before they cross the street.”

Stephen Hawking.

What is coaching?

Coaching is a method that consists of assisting and training a single person or a group of people with the aim of accomplishing goals and developing specific skills or abilities. 

At the hotel factory we believe that Coaching is one of the most effective tools to develop leadership and management skills, that’s why we offer it to our clients. Being for their managers or professionals in general, we assist them in accomplishing their challenges and commitments to improvement. 

A Coach is an exchange agent, given that we assist people and teams in the middle of changing processes, implementation of new projects and personal and professional improvement. 

Coaching or Therapy?

One of our clients’ most frequent questions is: “What is the difference between coaching and therapy?”. Many available resources help answer these questions. Some of the articles published on this subject are found in FEPSM ( and ICF also offers information on the matter in its webpage ( 

These are some of the main differences between them: 


  • Considers people to be creative, complete and resourceful

  • Coach and client are equals (same level)

  • Alliance designed by the coach and the client altogether

  • Emphasis on the present and the future

  • Oriented to action and to be

  • Oriented to the solution


  • Considers people from a medical perspective

  • The therapist is considered the expert

  • The treatment plan is designed primarily by the therapist. 

  • Emphasis on the past and the present

  • Oriented to the discernment of the situation

  • Oriented to the problem

The goal of Coaching

Coaching is an accompanying process. The goal of coaching is not to solve problems, even though there will be some which might be solved along the way. 

Coaching is mainly oriented to discovery, the awareness and the choice. It has a great impact on the person’s potential development, his/her trust and self-esteem. 

Everything is interrelated and affects mutually. Our relation with ourselves, our family relationships, our friendships, our health, our leisure, our professional and personal growth, our spiritual developments, our socially responsible contribution or any area of our life that is important to us. In Coaching, that holistic view of the person is fundamental.

Trust and Self-Esteem  

PAU FORNER talks about “The myth of Trust and Self-Esteem” in his book “Dirige tu vida”. He claims that trusting means believing we have the resources to deal with the adversities of life.

People who trust themselves take risks and don’t back down in the face of uncertainty. Self-esteem is the way we feel about ourselves, the emotional assessment we make of our own value. Although it is often linked to trust, it is not always so. There are people who show great confidence in their professional environment while personally they are overrun by low self-esteem. Both are fundamental to being able to take the reins of our lives. 

No one is capable of always having high self-esteem. The real self-esteem means being capable of accepting that sometimes we might not feel comfortable with what we are and what we do. 

The Coaching Model in the hotel factory

Our coaching model in integrated, we work with people and teams to fully exploit their potential… our coaching model can increase changes in behaviour and improve results. 

Each session encourages the person to adopt new behaviours and analyze the impact of them on their personal/professional environment, eventually establishing new habits. 

We believe that taking responsibility for change is not only an attitude, but also a skill that needs to be learned and developed.

Our Mission

Creating collaborative relationships through coaching that make a genuine difference in the performance, responsibility and well-being of our clients. 

Recently, the hotel factory has held two executive coaching sessions for professionals in the national hospitality industry: one in Mallorca and one in Bilbao. If you would like to know more about the importance of executive coaching, please feel free to ask or contact us for any advice.


Sport Hotels, the latest trend in the hotel industry

Staying fit and enjoying the holidays are no longer incompatible. Sport or fitness hotels are an answer to the boom in the number of travellers who wish to maintain their workout routine, whose number grows bigger by the day and are use those moments meant for rest, in order to do so.

Focusing on sports tourism or more specifically, in those travellers that incorporate exercising in their travel itineraries, we can identify the following:

  • Those that although travel in order “to discover”, they combine this activity with some sort of sport;

  • the participants, athletes that travel to take part in competitions or sport events;

  • a small part that travel with the end of visiting a sport heritage site.

This trend also involves the business traveller branch, which even though travels for work purposes, according to an article by CWT, are experiencing an increase in the awareness of maintaining healthy eating habits while travelling. Overall 38% of business travellers eat healthier while on the road and a 49% use hotel exercise rooms and equipments. 

The “Expedia Fitness Breaks Study” reveals that the weight of sport practice varies according to the nationality of the traveller, being Australians, Americans and Canadians those who feel that is “very or somewhat important” to exercise while travelling. 

Facing this niche market and the long shadow cast by hotel gyms, large American companies have adapted their services to meet the needs of their most athletic guests

Some of the most relevant hotels or chains identified during a market study and benchmark at the hotel factory were:

 Hilton Hotels 

“Five feet to fitness” aims to give their guests the opportunity to exercise in the comfort and intimacy of their own room wherethey will access to over 11 different fitness equipment and accessory options. Among those elements, kiosk stands out the most, a screen that offers up to 200 tutorials of guided exercises and more than 25 classes. In addition, the room has specific amenities, a hydration station that includes up to five drinks among which you can find coconut water or Core Power.

Westin Hotels & Resorts:

New services and products have been included in the firm’s portfolio in order to satisfy its most fit clientele. 

  • Run Westin programme. Through the partnership with New Balance, this programme consists of  “runner concierges” who help guests in the preparation of routes of between 5 or 8 kilometers. Besides, thanks to this collaboration, sportswear of the brand is available for guests during their stay for only $5 USD or the local currency equivalent.

  • Westin Workout. Loyal guests have physical trainers who prepare circuits of exercises to put into practice in the hotel’s gym.   

  • Peloton bikes at every guest’s room (on request). 

Even Hotels 

This chain equips every room with up to 10 fitness elements including an exercise bike, a fitball, a yoga mat or TRX. In addition, the room has their specific amenities to complement the sport practice such as a canteen, disinfectant wipes or an exercise catalogue and fitness videos (on request) ranging from 5 to 30 minutes long. 

W Hotels 

W Hotels organize the FUEL Weekends, a holiday weekend package powered by the brand’s “Detox. Retox. Repeat.” philosophy. The programme combines world-class workouts, with the hottests parties and exclusive cuisine. This new concept aims to change the world of retreat and combine the idyllic location of the company’s hotels with programmes of the same size. 

Equinox Hotels 

Equinox Hotels is the line of luxury hotels launched by the gym chain of the same name. These hotels are characterized by their combination of top quality facilities with a gym tailored to its customers. Personalized in-room workouts, nutritionists, vegetable juice bars and the right clothes for practicing each exercise are some of the products and services included in their portfolio. They also offer soulcycle classes, the latest trend in the world of indoor cycling. 

Although the great forerunners of sport hotels are the American hotel chains, many national hotels are transforming their fitness offer. Some of the most relevant fitness hotels in Spain are:

Artiem Madrid 

While the culture of Artiem Hotels already promotes the well-being of its guests by providing them with a large number of activities and services to disconnect and release tensions, Artiem Madrid has taken a step further by offering a bag, “Gym in a bag”, which provides everything necessary to practice stretching, yoga or meditation inside the room. This bag also includes a training routine with numerous guided exercises so the guest gets the most out of the material provided.

Iberostar Hotels 

Iberostar Hotels or more specifically, its innovative Fit & Fun programme has a comprehensive proposal with more than 50 fitness activities for all ages and levels, healthy eating options and wellness spaces for its guests’ emotional well-being. 

Other hotels, such as Las Playitas Resort in Fuerteventura or Club La Santa Lanzarote are in a way, hotels for athletes in their essence, being often chosen by cycling, football teams or some Olympic sports as their place for training.  

The specialization in sports tourism entails an exponential diversification and differentiation of the hotel’s product. Moreover, If we put the focus in Spain, the added value of sport hotels is their deseasonalizing element whose potential in Spain is further aggravated given the climatology and orography of some of the most important touristic regions of the country such as the Balearic Islands, Comunidad Valenciana, Andalucia or the Canary Islands, which are perfect for fans of cycling, golf or swimming, for example. 

Having actively participated in sports hotel projects over the past few months, at the hotel factory we are constantly vigilant of any changes and trends that such as this, could emerge in the industry. This way we can assist our clients in repositioning and conceptualization projects in the best possible way and giving higher guarantees of success. If you have any doubts or you would wish to know more about this new segment, please do not hesitate to contact us.


The impact of Expo 2020 Dubai

Within the current hotel industry context, when managing our business, it is essential to take into account the changes experienced by the environment, external factors that are beyond our control, but whose impact is in our hands to manage.

The Expo 2020 will take place next year in Dubai, a highly anticipated event for which the capital of this Emirate with the same name has been preparing for quite some time. In order to understand how an event of such magnitude affects a destination, we must first understand what exactly the Expo consists of.

Spain has already hosted this event on 3 occasions: Barcelona (1988, 1929) and Seville (1992), and is witness to the before and after that both cities have suffered as a result of the Expo. It is an international event, officially known as “International Registered Exhibitions” and approved by the BIE (Bureau International des Expositions), whose purpose is to find solutions to pressing challenges of today’s world. In this context, the Expo brings together an increasing number of nations that offer a dynamic exhibition through which to improve humankind’s knowledge while responding to social and human aspirations as well as technological, economic and social progress.

Thanks to the Expo, the host destination undergoes a transformation, which is why Dubai has made a strong commitment to leave no one indifferent. The event will take place from October 20, 2020 to April 10, 2021, with the participation of more than 190 countries and, according to estimates, about 25 million visitors. Approximately 70% of these visitors are expected to come from outside the UAE, that is, 17.5 million international visitors.

The main subject is “Connecting minds, creating the future”, and the sub-themes “Opportunity, Mobility and Sustainability”. The aim is to lay the foundations to forge alliances and encourage cooperation, inspire future ideas and move to action through the support of solutions for social and sustainable causes.

The change initiative finds its starting point in Expo 2020 itself. Its sustainable pavilion has been accredited with the LEED Platinum Certificate (sustainable building certification system), and aims to achieve a zero net energy consumption. The objective has been set that 50% of the energy used during the Expo comes from renewable sources, generating half of it in the premises itself.

In this framework of technology, creativity, education and entertainment, Expo 2020 implies a long-term investment which generates employment both directly and indirectly, and which is expected to have a positive impact on the Dubai’s economy.

In the period between 2013 and 2031, Expo 2020 and its legacy are expected to contribute AED 122.6 billion of GVA (Gross Value Added, equivalent to about 30.3 billion euros). The GVA is a economic productivity metric that measures the total value created by a sector, country or region. That is, the value of the set of goods and services that are produced in a country over a period of time, discounting indirect taxes and intermediate consumption.

The Restaurants and Hotels sector is positioned in the top 3 of industries impacted by the Expo 2020. What is more, Restaurants and Hotels lead the ranking with the first position according to top sectors by total GVA, amounting to AED 8.9 billion.

The Expo 2020 impact can be broken down into three differentiated phases:

  • Pre-Expo (2013-2020). In this first phase, employment and projects in the construction sector are generated, implying a considerable investment in infrastructure. At this stage, the creation of around 37,500 jobs is expected.

  • Expo (2020-2021). During the event, jobs are generated in the operation of the Expo as well as in the hotel sector. During this period, the creation of 94,400 full-time jobs is estimated, 51,100 of which are in the hospitality sector. In addition, an expense from visitors (residents and tourists) in the aforementioned sectors is expected. During this peak period of activity, an impact equivalent to 1.5% of the annual GDP (Gross Domestic Product) of the United Arab Emirates is estimated.

  • Legacy (2021-2031). The expected investment in infrastructure and other assets amounts to a total of 40.1 billion AED. Most of this infrastructure is part of the legacy of the Expo. The 2020 District (where the Expo takes place) offers an intelligent and sustainable urban environment designed to foster creativity, cooperation and innovation.

Within the hotel sector, in April 2019, Dubai boasted 111,000 rooms to sell every day, to which 30,000 are to be newly opened until the beginning of the Expo in October 2020. Demand, in turn, continues to grow year by year, 3.6% in 2018 and 6.4% in the first two months of 2019. Therefore, the key for hoteliers is to keep up with the pace at which the supply is growing in recent years.

As hoteliers, it is essential to know how to manage an event of such magnitude so that it plays in our favor, since it is a double-edged sword. That is, there is no doubt that it entails an increase in demand, but it also implies an even greater increase in supply, as well as the entry of new competitors. It is in our hand to be able to position and differentiate ourselves so as not to lose market share while being able to optimize our rate level.

At this point, the hotel factory brings its experience and knowledge of the sector to help the hotelier to optimize revenue and position themselves optimally among the competitive set. What is more, we have extensive experience in consulting and training projects in Dubai, which allows us to know first hand the effects of events such as Expo 2020 on the destination. That is why we can verify that, in the current context, given the constant change suffered by the environment: consumer buying habits, gastronomic trends… it is crucial to have the tools and know-how to differentiate and provide added value to the customer, while optimizing profitability. For related enquiries or more information on the subject, do not hesitate to contact us.


New trend: food markets in hotels

With the rise of supermarkets, some traditional markets where fresh meat, vegetables or fish were sold, have been updated as small restaurants with fresh and cooked products. In these restaurants the offer can vary from dishes with few ingredients to more sophisticated ones.

The first gastronomic market opened in Madrid was in 2009, the market already existed as a supply market since 1916, San Miguel Market and stands out for its informal concept where customers can share tables in a relaxed atmosphere. Another market that stands out, this time in Barcelona, is El Nacional, which has a gastronomic offer based on high quality Spanish products. In Mallorca there are also different spaces which follow this style such as the San Juan Market or the 1930 Market, where you can enjoy, in addition to a wide offer of dishes, various activities and gastronomic events.

Among this list of gastronomic markets, the new independent market Little Spain is worth mentioning, which although it’s in New York, it has been created by the Spaniards José Andrés and brothers Ferran and Albert Adria, opening its doors on March 14 of this year.

This concept, which has been going on for a few years, is gradually entering hotels, as part of the conceptualization of some of the hotels outlets or as a repositioning of the main outlet, the traditional buffet.

Some hotels that already have their own food market are:

  • Internationally, the reference market located in a hotel may be the well-known Eataly, located at the Park MGM hotel in Las Vegas. It is the largest Italian market in the world.

Other markets worth mentioning are the City Kitchen at Row NYC Hotel in New York, known for its typical New York dishes or the Food Hall at The Plaza New York.

  • Nationally we can also find some market of this style:

In Tenerife we can find the Gourmet Market at the Iberostar Sábila hotel, which is also open to residents and hotel guests.

In Valencia, La Gran Plaza, in Las Arenas Balneario Resort, it is an open-air market that is available on the first Friday of every month and in June, July, August and September it has live music.

On the other hand, there are also hotels that, despite having a buffet restaurant, this buffet is themed as a gastronomical market, for example, The Kitchen Restaurant located in the Sol Beach House hotel in Menorca, which has a street atmosphere and has an international gastronomic offer.

To face a growing and highly competitive market, segmentation and specialization are strategies are a priority for many companies in the tourism industry. Hotel companies and tour operators are currently relying on this kind of segmentation model.

At the hotel factory we are constantly working on ways for our customers to offer the latest trends to compete successfully in the market, that is why in these past months we have actively participated in three projects in which gastronomic markets are developed in hotels, one of them in Benidorm, another in Tenerife and another in Mallorca.

If you want to know more about our projects, do not hesitate to contact us.