スペインのNH Hotels の社長のフェデリコ=ゴンザレス=テヘラ(Federico Gonzales Tejera)の面談記事
FEDERICO GONZÁLEZ TEJERA Consejero delegado de NH Hoteles
“Todas las empresas estamos inmersas en un continuo ajuste”
"El foco hay que ponerlo en redefinir la experiencia que queremos proporcionar al consumidor"
Carlos Gómez Madrid 25 ENE 2013 - 19:46 CET
FEDERICO GONZALEZ TEJERA CEO of NH Hoteles
"All companies are immersed in a continuous set"
"The focus must be put on redefining the experience we want to provide the consumer"
Carlos Gomez Madrid 25 ENE 2013 - 19:46 CET
We are redefining the consumer experience we offer in our stores "and" preparing a business plan to five years, "says Federico Gonzalez Tejera, carrying little more than a month ahead of NH as CEO. Madrid, 1964, studied economics and international trade. It comes from Disneyland Paris and has extensive experience in various multinational (wore 18 years working outside Spain). He is married and has three children.
Question. NH has reduced headcount, has divested hotels, has renegotiated its debt and reduced expenses ... but their losses continue to grow its turnover falls and outcome expectations are revised downwards. What is happening to NH?
Response. My impression, in my short time in the business, is that NH, from its inception, has grown and developed from an experience in a historic moment has been unique. It's what I've called at some point the "spirit of Calderón," a site that everyone spoke and advised you visit at the end of the eighties when visiting Barcelona. And I think the core business, the heart of our business is to serve, and in the current situation of the economy and the markets in Europe, the focus must be put on redefining the experience we want to provide the consumer so that increase our attractiveness and that's encourage more of them and we know when we are going to choose to stay in a hotel. I know my words may sound like marketing, but it is the speech in which I believe. The management teams are discussing a number of financial cutoff magnitudes, such as debt or operating income, but in the end, in a company like NH, is of little use if you do not have a growth plan.
"We are preparing a business plan to five years"
P. Can you be more specific?
R. If you look at the assets you have NH, where they are located, the type of experience that can give even the level of loyalty that awakens, looks that are good, but still need to redefine the consumer to provide an experience that I do, for example, when traveling to Milan, not considering other than the hotel in this chain. That when you book travel and hotel for the consumer we are not an option in twenty different chains in a web page.
P. You are looking for this differentiation, the experience of speaking in the segment in which they are specialized in city hotels, or open to others?
R. The perception of NH, and the heart of your business, are the city hotels in three and four star and they'll work to provide experiences that will surprise and satisfy the consumer. But it is only a matter of assets or their funding is correct. It is also to present the offer that experience differently, either by the architecture of the building, rooms for meetings and conventions that are available for rooms or restoration ... The service also makes a difference, because can be very attractive or hotel rooms, but also the staff treated you what to do or recommend to repeat the experience.
"The difficult market situation divestments committed"
P. NH Hotels not just found the back of a white knight in the form of financial partner and / or industry, provides capital and business (just take a second slam the giant Chinese HNA and his advisers "still studying" the proposal to incorporate the U.S. investment firm KKR). What is the status of these negotiations? Do they keep the strategy of partnering with an international or give input on your capital?
R. On this there are two things I would like to comment. The first, and is good news, is who is responsible for finding the white knight. He is the president, Rodrigo Echenique. I'll deal with that once we have the money for that new partner or ally, is used well and generate business for the company. It's a message we've spent our entire organization and the response has been very positive. I mean, this is a complex business, with 400 hotels, nearly 20,000 employees and a presence in over 25 countries. Reason for me is good news dedicate myself exclusively to power make this set of hotels, employees and markets, working in the same direction and get the results we want.
"We work with the same vigor and optimism, NH has an owner or 40"
P. But you are the CEO and the CEO of NH-president of his company is not enforceable, and surely will, at least, informed of the negotiations with potential partners. A month ago they said they were considering a proposal for incorporation of KKR. How is this topic?
R. We are still working on the proposal for KKR for a formula that suits both parties.
P. Does the solution may marry the expected output with the input Bankia KKR in the hotel?
R. Bankia for me is now a major shareholder who is on the board of directors and I work like a lifetime to stay in NH. I do not enter if one of our shareholders sells or does not sell.
P. In any case, as you know, the European Union requires savings banks taken over or that have received public aid to divest its shareholdings. How management faces his group with the sword of Damocles of having almost a third of the capital, which is held by banks, with sold sign, and a quarter of that, the first of its shareholder, Hesperia, in the hands of its creditor bank, Santander?
R. When I talk to Bankia treat it as the partner of reference is, but do not get into what's going to do with your participation. And just as with the other entities in the council. Sorry I did not answer, but this is the situation. I work with the same vigor and optimism, NH has an owner or'm 40. The management team we have hired to promote sales growth plan and results and to bring the company to fruition.
"We will grow redefining the customer experience we offer"
P. NH covenanted few months with creditor banks to refinance 730 million. A conditional agreement in part to an asset sale, but since it was signed in May, has not confirmed any major disinvestment. What happened with the expected sales of Jolly Madison New York and its hotels Benelux?
R. We keep trying to shut down these operations, but as the market is not easy. I think that once, in terms of time considered, we were a bit optimistic. But we have made progress in both operations and soon we will give updates.
P. Are they going to make more adjustments?
R. Today in any business is a continuous adjustment. There is a phrase that I like to say: "We are in a period of change, we are in a period of change." Since there is almost nothing fixed or permanent, and you have to have is flexibility and agility to adapt to the situation where you are and regardless of it, to have the intended results. NH has much to gain if it is able to respond rapidly to changes that occur in the various markets in which we operate. Finally, part of our mission is to decide where we can grow and how to allocate more resources to those markets and other detraerlos.
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