They Built It Right, and We Came

Debra Rhino HSMAI

The theme at this year’s HSMAI’s 2010 Leadership Conference was “If We Build It Right – They Will Come.” Well, they built it and we came! Members from chapters within the borders of the United States and beyond traveled to The Ritz-Carlton, St. Louis despite weather and travel woes.

If there were any doubt about the core purpose of this organization, it was made clear through the revamping and narrowing of its focus as an association. The three key components of its future direction are: fueling sales, inspiring marketing, and optimizing revenue. The new core concepts were defined throughout the conference with keynote speakers addressing specific criteria and targets that generate stability and longevity in a changing economy.

President and CEO Christine Duffy, of Maritz, eloquently informed the audience of the hospitality industry’s position and reception on Capitol Hill. Congress had not seen the hospitality industry with value in comparison to the automotive or financial industry. According to Christine, “The hospitality industry employs 7.7 million employees and none of these jobs are outsourced overseas.”

There’s a clear misrepresentation of the hospitality industry’s value and power. We are viewed under the “Fun and Entertainment” category. Congress needs to review their history books for the many events they put on and participate in—how can they not see the value? The hospitality industry contributes to commerce through transportation, travel, food, beverage, supportive services—servers, caterers, housekeeping—cultural exposure, technology, and supplies (linen, props, stationery, learning aids). We’re probably one of the few industries that employ services directly or indirectly from every other industry.

Hospitality industry professionals need to unite and recognize that their stakeholder position is threatened. Duffy’s statement of “design or be designed” says it best. Like other industries, we cannot wait to be attacked. We must mobilize and ensure that our voices are heard. We must leave a lasting impression with our governing body of the importance and vitality this industry means to the health of U.S. economy.

In 2009, the term branding was all abuzz. Many meetings last year were about branding (the individual to be marketable; branding your style and manner of doing business to your worth extends beyond your company walls; and branding so that your colleagues, family, and friends have the same picture of you). The Ritz-Carlton company went through a branding rebirth. Bruce J. Himelstein, CHME, spent seven years as the dynamic sales and marketing leader for the company and launched many of their successful campaigns. He spoke about how the company’s rich history and how its name was associated with prestige and grandeur. The Ritz-Carlton faced the challenge of transforming itself into the 21st century, to meet the new needs of the new guest base, and to position itself for a technology and social media integration. The Ritz-Carlton, through strategic planning and innovative injections, rebranded itself to fit the needs of consumers, and still be a viable choice for their traditional clientele.

As simple as the name, it’s ever popular and if you have yet to visit a store, you still would recognize this company for the furry friend that is taken home in signature packaging, accompanied by a birth certificate, and dressed in an outfit unique to the owner. The Build-A-Bear company started as most lone visionaries, with an idea to do something unique from a seed planted by one statement of providing a unique need for customers. As the marketing “bear” director Nancy Schwartz spoke, one’s attention may have sidetracked to a question: Why are we listening to a story about a company that sells stuffed bears? The magic is that this company does not sell stuffed bears; they offer comfort, support dreams, and provide an experience unique to the owner. What has sustained this company’s success through a recessionary period and growing popularity is the idea of building upon an already great idea and staying true to the core purpose of the experience being special for each individual. Named one of Fortune’s 100 Best Companies to Work For in 2009 is an achievement where everyone is “beary happy,” and it has global reach.

What these three keynote speakers presented to a thirsty audience is the theme of the conference. They either built on an established idea, a new one, or continued to adapt as change occurred to build a stronger and viable product for their customers.

HSMAI began the conference by involving members from its 39 chapters in building with a purpose. At the opening reception attendees partook in light libations and tests of ingenuity, skill, and true camaraderie through team building. Each team was comprised of a random selection of attendees and each person had to sign up to compete in three activities. We were challenged to build the highest tower with Jenga; maneuvering through an obstacle course on a mini tricycle blindfolded; and then pulling our team forward through a man-made bridge. If that was not the heightened fun of the night, imagine our surprise when we found out that this mini test was only to get us prepared for the bigger challenge of building a bicycle.

Assembly took on many challenges from skill with a wrench to reading instructions quick enough to make sense and finish first. At the end of all the laughing, falling, off-course racing, and leaning towers of Jenga, emerged 12 bicycles we were proud of. As all teams raced to the front to show off their finished product, an announcement was made that these newly assembled modes of transportation were to be donated to Big Brothers Big Sisters. Tears welled up for many and tears flowed as the doors opened and the little faces of the recipients walked in to receive their new bikes. What a wonderful way to begin a conference on building for success.

Even with all of the fun activities, there was much to be learned from this leadership conference—not just from the diverse speakers but from all the chapter leaders. Roundtables were held for Best Practices Exchanges that focused on three key areas: education, sponsorships, and membership. Chapters could also attend mini-sessions to receive valuable information on how to incorporate social media into your organization’s marketing efforts and how to manage an HSMAI chapter as a small business. HSMAI believes in success for its members, and through this conference empowered and educated chapter leaders on how to provide the highest value for their members.

HSMAI - Carolinas enjoyed a wonderful and informative leadership conference. For more information on HSMAI and the tools it provides to help hospitality leaders grow and be successful, visit www.hsmai.org. At the local and regional level, HSMAI - Carolinas seeks to bring the same level of dedication to members and customers. For more information on the Carolinas chapter, visit www.carolinashsmai.org.