How can hotels achieve the right kind of growth in a digital age? - A toolkit for fighting commoditisation
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www.pwc.co.uk/hospitality-leisure
How can hotels achieve the right
kind of growth in a digital age?
A toolkit for fighting commoditisation
October 2013
Introduction
Digital and mobile platforms A recent InterContinental Hotel Group (IHG) survey Mobile is playing its part here too. In the first quarter
showed that 43% of adults would choose not to stay in of 2013, the hotels.com iPhone and iPad app topped
are changing everything… a hotel that charged for the internet, with travellers the most popular travel app in both the UK and US, 4
In 2012, for the first time, over 1 billion international from China placing the most importance on something that the brand has used to its advantage by
business and leisure travellers were recorded. connectivity, with nearly 47% listing it as the most encouraging repeated use through loyalty points.
Changes in global demographics and rapid important thing to them when staying in a hotel for PhocusWright has estimated that online travel
technological change mean these consumers have business.3 After IHG offered free wi-fi for its loyalty agencies made up about 64% of gross mobile hotel
different expectations, greater freedom of choice and programme members, Accor and others made this bookings in 2012, compared with 36% for hotels' own
a high degree of familiarity with digital technology. freely available to all customers. Connectivity has mobile sites.
become an essential part of the hotel offering, on a If free wi-fi is not a component of a broader digital
By 2017, 88% of people in the UK will have mobile par with electricity and water.
internet access. 1 At the same time, mobile and tablet strategy, then free wi-fi can become part of the threat
hotel bookings are already beginning to overtake …creating lot of challenges (and of commoditisation, a commoditisation in which the
‘traditional’ web-based booking. The travel consumer hotel becomes just ‘a room and a router’.
is leading the way in driving technological change.
headaches) for hotels – but also
opportunity Hotels are fighting back
While these trends present some opportunities for
against commoditisation
hotel companies, they also present a complex Hoteliers’ toolkit for fighting commoditisation
“Mobile booking is becoming a
dilemma because as hotels try to differentiate should include:
fundamental part of how people travel.
themselves – from each other and from online
Mobile is growing multiples faster than • Developing a business strategy for the digital age
the web did for us a decade ago…” intermediaries – the issue is how can they evaluate
(as opposed to a digital strategy)
Fritz von Paasschen, President and CEO,
the optimal channel distribution mix as well as win
and keep customers – and do it profitably? • Recognising the rise of the ‘Digital Native’
Starwood Hotels and Resorts2 segment
It means conventional hotel business models are
being challenged by the emergence of well- • Using social media effectively
Travel consumers want mobility, flexibility and easy established as well as new online entrants mediating • Using digital to take loyalty and personalisation
real-time access to information and to shop and pay between hotelier and guest, and disrupting the further
safely and easily on the go. They expect seamless traditional patterns of planning and reservations.
connectivity allowing them to access the content they These players are diluting hotels’ brand visibility, • Understanding ‘big data’ by thinking small.
want when they want it across all platforms, and also threatening their margins, and weakening customer
increasingly expecting seamless transitions between loyalty by eroding the direct relationship between the
different platforms. hotel operator and even its most regular loyal
customers.
1PwC Global Entertainment & Media Outlook: 2013-2017,www.pwc.co.uk/outlook
2 Hotel Analyst Technology & Distribution 19 April 2013
3IHG, The new kinship economy: from travel experiences to travel relationships
4 //www.tnooz.com/article/the-most-popular-mobile-travel-apps-so-far-in-2013/
2 How can hotels achieve the right kind of growth in a digital age?
Contents
Developing a business strategy for the digital age 4
Recognising the rise of the digital native segment 5
Using social media effectively 6
Using digital to take loyalty and personalisation further 8
Understanding ‘big data’ by thinking small 14
Contact us/further reading 16
3
Developing a business strategy for the digital age
Rather than just thinking in terms of channels, hotels need a business strategy that focuses on
providing the guests with what they want, when they want it
Online travel agencies have the advantage of retaining We are not advocating a “if you can’t beat ’em join Delivering memorable experiences reliably all the
the entrepreneurial, agile mindset of the tech ’em” approach when it comes to the Online Travel time, however, requires lots of cross-functional
company, combined with lower overhead costs. But Agencies/hotelier conundrum. Hotels can use the collaboration. For example, a CIO, COO, CMO, and
they are also investing heavily in developing new opportunities of the digital era to enhance their perhaps the ‘Chief Guest Experience Officer’ would
business models and concentrating on mobile and offering. The opportunities are immense, because need to work closely to enable seamless
last-minute booking. Hotels who fail to do the same unlike other sectors which have already faced a communications with guests across multiple
could see their margins eroded, and their businesses similar threat from new digital competitors – from channels, over time, and across different hotels of the
coming under threat; but those who seize this music to retail to publishing – the hotel industry has same brand/group.
opportunity are more likely to be able to set the an unassailable advantage. However far the new Rather than thinking in terms of ‘just channels’,
agenda for the sector, rather than lag behind. players may encroach on the administrative aspects of hotels need a business strategy for the digital age that
Digital technology (including mobile) has the finding and booking a hotel, the online operators can focuses on helping the customer achieve the goals
potential to change all aspects of the traveller’s never provide the core service at the heart of the they care about, rather than ‘just’ providing a set
journey – enhancing experiences from before they go, offering. The hotel itself will always ‘own the stay’. of inputs.
while they’re away and when they return. This opens The customer experience becomes an opportunity to
They need the courage to be the trusted brand of the
new possibilities for the hotel brand to forge a deeper grow revenue. Those who really understand who the
consumer before, during and after their stay.
emotional bond and loyalty with the traveller/guest. customers are, what they want and what drives their
buying decision, have a huge advantage.
At the same time the plethora of channels has made it
complex for hotels to optimise channel mix and costs. We’ve seen from our customer research that 65% of
The involvement of the other players in the journey, all guests are likely to re-book hotels where they’ve
such as airlines, and the lack of much detailed data had a great experience, and staff attentiveness ranks
filtering through from booking systems makes the as the top driver of great hotel experiences. 5
challenge of providing a consistent customer-focused
approach at every step of the journey even
more complex.
“Digital can play a role in unleashing your potential – Making your
eCommerce channels more profitable and developing customer value
propositions that are centred on delivering better outcomes for your guests.”
Carlo Gagliardi, Strategy Consulting Partner, PwC
5PwC US Consumer Experience Radar: Hospitality
4 How can hotels achieve the right kind of growth in a digital age?
Recognising the rise of the digital native segment
The digital generational change is unstoppable
The decline of the traditional consumer and the rise of the digital consumer
Brands, owners and operators need to reposition
their business to deliver what these consumers want
– from marketing and sales, to supply chain and risk
management, to individual roles, training, guest-
centric behaviours, service standards, reward
packages and responsibilities.
Hotels must instill a culture of innovation within a
business model that can quickly adapt to the
opportunities that the digital age can bring. ‘Digital
Transitionals’ and ‘Digital Natives’ must be
represented at the highest levels in the organisation,
including the boardroom, as soon as possible. And
behind this, consumer-focused functions must work
closely together to support the business strategy. This
includes re-defining the sector’s brand function,
shifting the emphasis from the classic media-based
marketing mindset to a truly service-based guest
experience mindset. And for many hotels this type of
Source: Digital Natives Research PwC 2013 goal is easier to state than to achieve!
‘Digital Natives’ are defined as the first generation to According to Aoife Desmond, a team lead for the This year, Marriott made a strong statement to the
have grown up in a web-enabled world. Other travel vertical in Facebook, millennials are ‘over- market by announcing it is focusing on what it calls
consumers can be divided into ‘Traditionalists’ (who indexed’ on Facebook, meaning they are the most the ‘next generation client’. It announced the
tend to be older and less familiar with new prolific in their sharing.6 They have a: appointment of Stephanie Linnartz as Chief
technologies) and ‘Digital Transitionals’ or ‘Digital Marketing and Commercial Officer, a new
• desire to see and be seen
Converts’ (who have seen what digital can do and are appointment that combines the company’s consumer-
enthusiastically embracing it). We predict that in less • want to cram in as much unique experience focused disciplines for the first time, including brand
than five years the ‘Digital Natives’ are going to be the as possible management, marketing, eCommerce, sales, revenue
biggest segment. management and consumer insight.
• crave individualism
What we are seeing among the ‘Digital Natives’ age
• prefer to access the Internet by mobile devices
group (ages 18-34) or millennials – as they are also
known – are two key themes: prolific multi-screen • are eager to provide and receive personal
behaviour and sharing on social networks. recommendations that can contribute to the
building of their identity online
6 Keynote speech at Enter 2013 conference in Innsbruck, Austria http://www.tnooz.com/article/facebook-travel-is-behind-other-sectors-with-social-marketing-but-some-brands-have-nailed-it/
5
Using social media effectively The social media opportunity is about so much more than reviews – it’s a new form of interaction and value creation In the current economic climate, the hotel industry So the hotel industry understands the power of Just one example: Facebook is available at every cannot rely on traditional drivers of business growth reviews, and is getting in the game. But beyond step of the guest’s experience journey, from and raising prices may mean travellers just book this – travel and social actually make the perfect inspiration, research, booking, then throughout a elsewhere. Brands, hotel owners and operators that partners. Travel experiences are shared across trip, and also as a reminder of the trip. Around 24 are able to capitalise on social media, mobile, social networks which are available at every step of million people in the UK (one third of the analytics and cloud (SMAC) – and put customer a traveller’s journey. population) check into Facebook every day and 82% experience at the heart of everything they do – of them do so on mobiles or tablets. And 63% of can gain significant competitive advantage in the generation X travellers and a third of baby boomers longer run. share a daily status update while on holiday. Those It’s well known in the industry that better reviews consumers – through interacting with the brands, generate better revenues. This is true in terms of posting images, checking in and recommending to volume of bookings, but also in some cases in the their friends – can become powerful ambassadors ability to impact prices. A study by Cornell’s Center for the hotel they visit, even if they do not for Hospitality Research entitled The Impact of Social themselves become loyal to that brand or location. Media On Lodging Performance (2012) found that Each instance in which your customer interacts online guest satisfaction (as measured by their review with your brand on their social network is another score) had a direct impact on the financial opportunity for you to win new customers, and to performance of hotels. The study showed that a one increase loyalty and ultimately share of wallet from point increase in a hotel's 100-point ReviewPro your current customers. Global Review Index leads up to a 0.89% increase in Social media is also powerful because people (and price, a 0.54% increase in occupancy, and a 1.42% especially the ‘Digital Natives’) like to share not increase in RevPAR. only simple updates, but also what they wish to Review Express, a new service from TripAdvisor, will achieve and what they have achieved. If a hotel can allow hotels to solicit more reviews from their use social media to associate – in the mind and customers, increasing review volume to the benefit of heart of the consumer – the consumer’s wished-for both hotels and TripAdvisor. At the same time, or actual achievements to the brand of the hotel, TripAdvisor is also taking steps to better manage then loyalty will be generated. older negative reviews that may no longer be applicable as hotels improve their standards or change owners. 6 How can hotels achieve the right kind of growth in a digital age? 6
“43% of UK adults say they use more than one device
simultaneously ‘everyday’ and 69% of respondents do so
‘at least once a week’, 50% Of 18–34 year olds say they
use more than one device simultaneously ‘everyday’.”
(PwC Digital Native Study)
Some key questions your organisation should be asking
around Social Media
1 Do your competitors have a clear Social Media Strategy?
2 If so, how do you formulate/enhance yours?
3 Do you leverage Social Media enough to create/nurture/defend your
Brand Equity, Reputation and to promote your Brand Values?
4 Do you use Social Media to connect your guests to one another and
to enhance their experiences?
5 Do you know what your ‘Social Media Signature’ looks like?
7
7
Using digital to take loyalty and personalisation further
We believe eCommerce is just the First Digital Wave. We see two new Digital Waves of opportunity for organisations to deliver more compelling and branded
experiences, achieve advantage and differentiation and generate profitable growth. This will require using digital as much more than just ‘another channel’.
PwC have developed a unique digital innovation model based on Three Digital Waves to explain just how far the digital opportunity has to travel in order to exploit its
potential fully.
First Digital commerce – Second Digital consumption Third Digital identity –
Digital make the research and Digital – help guests achieve Digital bring a new meaning to
Wave buy experiences better Wave goals – move beyond Wave personalisation
(including booking, research and buy
check-in and check-out) (including the stay
itself, and the ability to
link different stays)
Improve eCommerce profitability with a better Develop propositions that help customers achieve Act as a trusted party on behalf of customers to
customer experience at the marketing, sales and goals they care about, typically by encouraging aggregate their digital data (both transaction and
guest support ‘touchpoints’, better usability, guests to share their consumption data. That way consumption data), and to meet their needs
more effective distribution or smarter pricing. you increase customer loyalty, increase revenue through managing and brokering relationships
and reduce operating costs even further. It’s all with companies offering products and services.
about going beyond research and buy, and use This will take the trend towards personalisation
digital to deliver and enable different experiences even further, as the ‘Digital Native’ consumer
during and after the stay. becomes ever more adept at leveraging his/her
own ‘digital identity’ and entrusting a partner to
manage it. This will secure the right products,
services, goals and experiences, at the best price,
and it will progressively become a natural way to
choose and consume.
Both the Second and Third Digital Waves will require a minimum critical mass of trust between the
consumer and the company for the relationship to raise to these levels in the first place. The privacy
implications are non-trivial. The crucial difference with the traditional paradigm is that in this model the
consumer is not ‘surrendering’, but ‘volunteering’ his/her personal data.
To deserve and nurture this trust, companies will have to use the data only for purposes explicitly agreed
upon by the customer, and also offer the customer a ‘no-questions-asked erase button’.
8 How can hotels achieve the right kind of growth in a digital age?
To play and win in the digital economy, companies need to create value
on three different “Digital Waves”
Increasing degrees of ‘digital fitness’ required to play and win The next
digital wave? Three key questions your organisation should be
Increasing issues, threats and opportunities in the digital economy Buying brands
asking:
and digital
Consumption chain Third digital identities
wave: Digital identity emerge 1 ‘How do we set up our business not only to deliver a
change
Business model
great service, but also to help customers achieve their
Consumption data is goals, and do that efficiently, seamlessly, profitably and
shared with the in a branded way?’
Second digital wave:
customer to enable
Digital consumption
outcomes
Demand chain
2 ‘What business model do we need to play and win in
Customer service eCommerce the digital era?’
Marketing is used to transact, to
advertise, as a marketing
Sales First digital wave: platform and to provide
Digital commerce 3 ‘What operating model do we need to play and win in
self-customer-care
Operating model
the digital era?’
Supply chain (operations) Ongoing operational
integration across the
Channel integration
change
Supply Chain,
E2E supply chain integration including suppliers and
partners
Time
5-10% Growth +£ 10-20% Growth +£ 5-10% Growth +£
(£) (£) -(£)
5-10% Efficiency 10-20% Efficiency 5-10% Efficiency
Innovation and loyalty Innovation and loyalty Innovation and loyalty
Source: Profitable Growth in the digital age, PwC 2013
9
Hotels and eCommerce Most of the sector is adapting to the eCommerce Going beyond just using digital for research and buy
(the First Digital Wave, mainly First Digital Wave. The more efficient operators are is crucial if hotels want to deliver more value and
Research and Buy) actively using digital to help them do the basics reverse the trend of commoditisation. The chart
better, whether it’s speeding up check-in and check- below demonstrates what some hoteliers are doing as
For the hotel industry, well executed eCommerce out, simplifying the booking process, or showcasing they increasingly use digital to innovate around
is of course essential: offering customers the what the hotel has to offer through 360-degree views experiences, rather than just research and buy (i.e.
means to transact through the web and – of rooms and virtual tours online. But the consumer websites and reservations).
increasingly – through mobile devices. IHG was is already expecting more: more interactive content,
one of the first, creating a mobile app that they more real-time location-based offers during their
then adapted and updated to meet the needs of stay and more opportunities to use digital to
their rapidly evolving consumer. More and more, comment on and enhance their stay experience.
while consumers use traditional web access for
Opportunities for true differentiation
their research decisions, those who use mobile to
pay for their bookings are doing so closer to their • Four Seasons: use of Pinterest and
holiday date. Instagram to engage with consumers
While online channels are a critical means of • Hyatt mobile app details local attractions
reaching customers, they are not always executed and uses location-based technology
well. There remains plenty of scope to make it • IHG Concierge Insider Guides iPad app
easier and more enjoyable for customers to • Facebook page for guests to check-in
transact online, via desktop, tablet or mobile. and like
Providing a consistent service across all platforms The The
is crucial for companies that want to adopt First Travel’s Second
smarter pricing models, improve distribution and Digital
Wave
customer Digital
Wave
deliver a better experience at the touchpoints with lifecycle
the guest. This is where hotel loyalty programmes
have been able to play – to some extent – a role. • Hotel mobile apps
According to research by TravelClick in North • Hotel website and Facebook pages
America, loyalty programme members account for • Recording experiences
• Review sites via Facebook, Pinterest,
nearly 80% of all room nights booked through a Instagram, Vine and
hotel’s website (Brand.com). In contrast, 85% of • OTA sites Tumblr during and after Create a string of experiences and
all room nights booked through a third-party • Guest look at friend’s photographs,
the journey memories that links different
online travel agency (OTA) come from guests not experiences, reviews stays and create one long term,
• Guests review online
joined up, meaningful
affiliated to the hotel’s loyalty programme. recommendations on their own during and after journey
association with the brand
social networks
Source: PwC 2013
10 How can hotels achieve the right kind of growth in a digital age?An illustrative example of a second digital wave guest experience
Free Wi-fi Hotel Brand – specific property name Your Guide to all
Date – Time LOGO
Resort Services
Powerful and actionable
Everywhere
guest experience insight
at hotel/on campus
Personalised
guest experiences
focus on outcomes
Target segment = Dining Destinations Lighting Wellness
Leisure traveller
True differentiation
Complimentary
Hardback Sport Local Culture Local Food Adventure Behavioural and
photo album emotional loyalty
with 100 pics My preferences My My My photos
My network
and goals celebrations journal and videos
Recommend to Landmark occasions, Personally Share photos and videos and Engage and compare
friends and ‘like’ birthdays, record mark where guest has been with like-minded
on social media anniversaries experiences in their travel wishlist individuals
In-room and on-campus connectivity is not only rapidly becoming as crucially indispensable as electricity and hot water. It is also a way to strike a different
relationship with the guest, in which connectivity is used to automatically capture the guest’s consumption data and behaviours in a way that 1) helps the hotel
segment, profile and serve the guest better and in a much more personalised way and 2) helps the guest achieve goals that the guest cares about. This goal-based level
of engagement can be the key to deliver a new level of differentiated, compelling, branded and profitable experiences.
Source: PwC 2013
11Personalisation with permission
Loyalty programmes can help hotels engage their Hotels have always tried to give their guests the Achieving this level of personalisation clearly
customers and create a better, more personalised best possible experience, and asking for feedback is requires a much higher level of trust from the
experience. now standard across the industry. But in practice, customer, and that in turn means that only those
the guest’s real preferences are often not formally brands already perceived as trustworthy can take
Some hotel loyalty programmes are moving away
captured, and if they are, they are not used to advantage of this. It’s about speaking directly to the
from simple points-based programmes to offering
enhance the customer’s repeat experience. consumers rather than harvesting the data behind
specific experiences, products and services unique
their back.
to members. The rewards system is becoming more Digital can offer such an unprecedented depth and
flexible and moving away from points-win-prizes breadth of insight about customers and their A great example of a brand who has done this right
based approaches. preferences that it’s possible – and affordable – for and established a personal, emotive connection with
companies to offer a genuinely personalised the consumer is Nike. Their Nike Plus app is for
Going forward, understanding the goal of the
experience. This has the potential to create an runners and builds their trust in the Nike brand.
consumer and how this can be achieved in a more
unprecedented level of customer loyalty to The consumer agrees to allow the app to gather their
targeted way will be an important next step. And
companies that understand what matters to their running data in return for helping them achieve
that’s where data comes in: and the key is the data
customers. Truly innovative brands will seek to their goals. The Nike+ app tracks distance, pace,
that digital can deliver and how that can be used to
exploit the second and third digital wave to further time among other data points and turns this into a
create genuine personalisation at customer level –
grow revenues, increase loyalty and reduce costs. By “genie” that helps the jogger achieve goals the jogger
personalisation with permission.
using this consumption data effectively and cares about.
managing the customer’s digital identity, brands
It’s about using that data to enhance both
can deliver more personal, higher-quality
profitability and loyalty by helping customers
experiences, securing a win-win for themselves and
achieve their own goals.
their customers.
12 How can hotels achieve the right kind of growth in a digital age?
PwCDigital technology can transform the end-to-end guest experience
The augmented customer/guest
Seamless eCommerce experience
Social media Wearable devices
and augmented Goal-based guest experiences
Standard Smart devices
digital unique consumption
identifier experiences
Source: PwC 2013
Richer Digital Identity, including
real-time guest segmentation,
profiling and brokering of third-
party services
13Understanding ‘big data’ by thinking small
A new headache but also an opportunity for growth
‘Big data’ is the story you will have heard among your Think of it as taking the best of customer service that Imagine how different a guest’s experience could be,
travel and tourism counterparts. Customers choose the hotel industry at its best is renowned for and if from the beginning of their research cycle they were
when, where and how they interact with you, often translating this into data analytics – so, a concierge asked what their goal was up-front. They would be
across many devices and increasingly across a who understands the guests personally and knows offered a personalised service on the hotel website
complex decision-making and purchase cycle. Using exactly what to get them with the most un-intrusive of that used their past experience and that of a similar
the ‘observed’ and ‘volunteered’ transaction and touches. Or the reception who knows which segment of consumers to provide useful suggestions
consumption data from the range of digital channels customers want to get straight to their rooms and for where to go and what to do once they got there
and content gives you the potential to uncover far those who are open to learning about what spa (both within the hotel and outside). This service
more insight into your consumers’ behaviours and facilities are on offer or eager to book a restaurant in would then be accessed at any time and from any
motivations than ever before. However, it’s easy to the local area on their first night. Alternatively, think device. Any hotel within that chain would have a
become overwhelmed by the volume and fragmented of the customer who does not want the ‘frills’ of extra nuanced understanding of what that consumer wants.
nature of this data flow. The data that flows from the service and frankly would like to check-in via their Why should the consumer trust the brand with this
traditional booking systems used by travel agencies mobile, book their morning wake-up call online and information? How can that brand help the consumer
for example do not offer a detailed, consistent picture head straight to their room. It’s about thinking in achieve their goals?
of what your guest wanted when they originally granular detail about consumption – or thinking
booked their stay. It’s essential that your business is ‘small’. That’s why connected devices (where connectivity is
capable of joining up this data in order to get a for example provided by free wi-fi) will play a more
joined-up view of your customer. important role in the emerging hotel of the future.
Some key questions your organisation should be asking around Big Data
The hotel operators that have the foresight to move
forwards will be able to understand the data delivered
? Have you got the right data analytics capabilities?
by digital to offer a more value-added and
personalised service, based on a far richer ? Who should own Big Data initiatives that straddle the entire organisation?
relationship with their customers, and this in turn
will lead to a more sustainable and profitable ? Are you consciously linking data to business decisions?
business in the long term.
? Are you consciously changing your processes to capture the right data?
? How do you store and protect/recover your Big Data?
? Data (big, medium, small) is going to account for an increasing % of your balance sheet
and of your reputation– How confident are you that this data is 1) protected and 2)
monetised?
14 How can hotels achieve the right kind of growth in a digital age?Conclusions
Digital is not a ‘bolt-on’
Digital and mobile platforms are changing everything and
nowhere more so than in the travel space. While consumers
are experiencing innovation in many areas of their lives
which enables them to achieve their goals, hotels are
currently following not leading the charge. There are huge
opportunities for hotels to use the digital era to develop new
business models that shape the guest experience, not only at
the traditional "transactional touch points" but during the
stay itself.
At PwC we have a structured process that brings to bear our
wealth of knowledge on how to design and deliver
"differentiating guest experiences for the digital age". This
process combines our experience with your own and with
cross-industry best practices to unleash creativity, identify
the real opportunities specific to your business and to help
you achieve differentiation, emotional loyalty and
competitive advantage.
15Contact us Robert Milburn Carlo Gagliardi Matthew Tod UK Hotels Leader Strategy Partner Partner, Digital Intelligence T: +44 (0) 20 721 2 4784 T:+44 (0) 20 780 40430 T+44 (0) 20 721 35360 E: robert.j.milburn@uk.pwc.com E: carlo.gagliardi@uk.pwc.com E: matthew.l.tod@uk.pwc.com Liz Hall David Trunkfield Ben Downe Hospitality & Leisure UK Hospitality and Leisure Strategy Director Head of Research Leader T: +44 (0) 20 780 40146 T: +44 (0) 20 721 3 4995 T: +44 (0) 20 780 46397 E: ben.downe@uk.pwc.com E: liz.hall@uk.pwc.com E: david.trunkfield@uk.pwc.com 16 How can hotels achieve the right kind of growth in a digital age?
Further reading
www.pwc.co.uk/hospitality-leisure
1718 How can hotels achieve the right kind of growth in a digital age?
19
PwC UK helps organisations and individuals create the value they’re looking for. We’re a member of the PwC network of firms in 158 countries with more than 180,000 people committed to delivering quality in assurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at www.pwc.com/uk. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2013 PricewaterhouseCoopers LLP. All rights reserved. In this document, “PwC” refers to the UK member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. 130916-183113-SF-OS
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