{"id":49849,"date":"2013-04-18T00:00:00","date_gmt":"2013-04-17T22:00:00","guid":{"rendered":"https:\/\/www.santpol.edu.es\/entrevista-a-michael-nowlis-encara-hi-ha-oportunitats-al-sector-de-lhostaleria\/"},"modified":"2013-04-18T00:00:00","modified_gmt":"2013-04-17T22:00:00","slug":"entrevista-a-michael-nowlis-encara-hi-ha-oportunitats-al-sector-de-lhostaleria","status":"publish","type":"post","link":"https:\/\/www.santpol.edu.es\/ca\/blog\/entrevista-a-michael-nowlis-encara-hi-ha-oportunitats-al-sector-de-lhostaleria\/","title":{"rendered":"Entrevista a Michael Nowlis: “Encara hi ha oportunitats al sector de l’hostaleria”"},"content":{"rendered":"

Michael Nowlis<\/strong> \u00e9s Director del Programa Executiu S\u00e8nior a la London Business School<\/strong>. Tamb\u00e9 \u00e9s consultor empresarial en actiu, aportant serveis d’assessoria de negocis per a multinacionals, ag\u00e8ncies governamentals, associacions de comer\u00e7 i institucions acad\u00e8miques en els sectors de la gesti\u00f3 hotelera, el turisme i els viatges. Nowlis va ser anteriorment Director General i CEO a la International Hotel & Restaurant Association<\/strong>, que representa m\u00e9s de 350.000 hostalers, associacions i prove\u00efdors a m\u00e9s de 150 pa\u00efsos. Les seves activitats professionals l\u2019han portat a m\u00e9s de 100 pa\u00efsos.
\nNowlis va ser durant 12 anys Director Adjunt i, conseg\u00fcentment, Director de l’Institut de Management Hotelier International (IMHI),<\/strong> on impartia un programa de MBA en gesti\u00f3 hotelera, conjuntament administrat per la School of Hotel Administration de la Cornell University i l’Ecole Sup\u00e9rieure de Sciences Economiques et Commerciales (ESSEC).<\/strong>
\nLa seva experi\u00e8ncia acad\u00e8mica inclou la presid\u00e8ncia de la Johnson & Walws University (Provicende, Rhode Island, USA), aix\u00ed com la impartici\u00f3 de classes a Glion (Montreux, Su\u00efssa), Cornell University (Ithaca, Nova York, USA), Universit\u00e0 Ca\u2019Foscari vaig donar Venezia-CISET (Ven\u00e8cia, It\u00e0lia), EUHT StPOL, l’Institut de Management H\u00f4telier International (Cergy, Fran\u00e7a), l’Ecole H\u00f4teli\u00e8re de Lausanne (Lausanne, Su\u00efssa) i l’Acad\u00e8mia J. Elton (Santiago de Xile, Xile).
\n\u00c9s ciutad\u00e0 nord-americ\u00e0, per\u00f2 ha viscut a Europa m\u00e9s de 30 anys. Nowlis ha ocupat posicions directives en el sector hoteler, tant a nivell corporatiu com en establiments. La seva carrera es va enfocar inicialment en el segment de luxe, amb posicions en el Waldorf-Astoria de Nova York i l’H\u00f4tel Beau-Rivage en Lausanne, Su\u00efssa. Tamb\u00e9 va ser Director Corporatiu d’aliments i begudes per Guest Quarter Hotels (despr\u00e9s de l’adquisici\u00f3 per part d’Hilton).
\nNowlis tamb\u00e9 va estar 7 anys en el consell directe del Council on Hotel, Restaurant and Institutional Education (CHRIE), la instituci\u00f3 que engloba 2000 membres entre escoles i educadors del sector tur\u00edstic i hoteler. M\u00e9s recentment, ha completat un per\u00edode com a Vicepresident del World Tourism Organization Council.
\n1.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Quin creu que \u00e9s el repte m\u00e9s important en el sector hoteler a curt termini?<\/strong><\/p>\n

\u00c9s superar la situaci\u00f3 de crisi macroecon\u00f2mica, ja que \u00f2bviament el sector tamb\u00e9 l’est\u00e0 patint, encara que espero que no sigui un problema a llarg termini.
\n2.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Quines qualitats s\u00f3n clau per ser director d’hotel?<\/strong><\/p>\n

Jo remarcaria dues categories: d’una banda, les aptituds t\u00e8cniques: yield management, gesti\u00f3 d’aliments i begudes, direcci\u00f3 estrat\u00e8gica en hoteleria, etc. I d’altra banda, aptituds de negoci: gesti\u00f3 del canvi, estimulaci\u00f3 de la innovaci\u00f3 en els treballadors i generaci\u00f3 de noves idees, gesti\u00f3 d’entorns de treball, transformaci\u00f3 organizacional, etc.
\nSer t\u00e8cnicament competent no \u00e9s suficient: es necessita lideratge i capacitat de comunicaci\u00f3. Ambdues s\u00f3n cr\u00edtiques.<\/p>\n

 <\/p>\n

3.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Con\u00e8ixer les difer\u00e8ncies culturals \u00e9s clau per a un bon pla estrat\u00e8gic a qualsevol hotel. Quin \u00e9s la millor manera d’adaptar-se a cada pa\u00eds?<\/strong><\/p>\n

Observant i escoltant, ja que un dia pots estar a \u00c0sia, i el seg\u00fcent a Am\u00e8rica. No podem ser experts a cada pa\u00eds. Jo crec que quan coneixes una nova cultura, has d’observar i escoltar, ja que et converteixes en un aprenent. Fem el mateix quan anem de vacances. Tampoc s’hauria de caure en estereotips.
\n4.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 En un context econ\u00f2mic complex, quin paper t\u00e9 el turisme en la reactivaci\u00f3 de l’economia?<\/strong><\/p>\n

A llarg termini, s\u00f3c optimista sobre aquest sector. La gent viatjar\u00e0 m\u00e9s, ja que tindr\u00e0 m\u00e9s educaci\u00f3. I cal tenir en compte els mercats emergents. En general, la gent \u00e9s m\u00e9s curiosa i m\u00e9s oberta a noves cultures. A curt termini no podem fer molt: oferir una bona relaci\u00f3 qualitat-preu. Segurament hi haur\u00e0 m\u00e9s treballadors aturats i menys recursos. Per\u00f2 sempre hi ha un mercat pel luxe. Hem d’adaptar-nos a l’entorn. El sector per si solno ser\u00e0 capa\u00e7 de canviar la macroeconomia.
\n5.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Hi ha qui diu que a cada crisi hi ha una oportunitat, creu que el sector de l’hoteleria en pot sortir beneficiat?<\/strong><\/p>\n

Hi ha oportunitats. Es tracta d’adaptar-se a les necessitats econ\u00f2miques de la gent. De vegades es tracta d’abordar mercats dom\u00e8stics. A curt termini es tracta d’oferir una bona relaci\u00f3 qualitat-preu: hotels, restaurants, aerol\u00ednies, etc. Sempre hi ha oportunitats en la distribuci\u00f3. Internet \u00e9s una excel\u00b7lent manera de fer arribar el missatge a clients. Com accedim a la informaci\u00f3 est\u00e0 canviant. Hi haur\u00e0 oportunitats, per exemple, en n\u00ednxols de mercat espec\u00edfics.
\n6.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Creu que les empreses hoteleres estan gestionant correctament la formaci\u00f3 dels seus empleats?<\/strong><\/p>\n

Jo tendeixo a ser cr\u00edtic. El sector acostumava a veure la formaci\u00f3 com alguna cosa que est\u00e0 b\u00e9 quan les coses van b\u00e9, per\u00f2 que no era important. Quan m\u00e9s es necessita invertir en formaci\u00f3 \u00e9s precisament quan les coses no van tan b\u00e9. Cal estimular-la des de fora. Alguns hotels estan passant per mals moments: retallant costos o necessitant ser m\u00e9s agressiu en m\u00e0rqueting. El pressupost de formaci\u00f3 \u00e9s el primer que se sol retallar. Si \u00e9s una prioritat, temps sempre hi ha.
\n7.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Generar negoci \u00e9s diferent als diferents pa\u00efsos i continents on ha treballat?<\/strong><\/p>\n

Els negocis s\u00f3n diferents en la majoria de pa\u00efsos per\u00f2, al final, l’objectiu \u00e9s sempre el mateix: guanyar diners. Uns s\u00f3n m\u00e9s creatius, uns altres m\u00e9s optimistes. Tamb\u00e9 influeix el nivell educatiu. En algunes zones, sovint es necessiten expatriats per als llocs directius.
\n8.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Com es pot, com a empresa del sector, controlar els canvis enl\u2019estil de vida dels consumidors?<\/strong><\/p>\n

Aix\u00f2 \u00e9s cr\u00edtic per a l’\u00e8xit. El comportament dels consumidors est\u00e0 canviant. Ho veus en les teves pr\u00f2pies operacions. Necessites comunicacions amb els teus clients. Estem tots connectats, aix\u00ed que hi ha moltes maneres i idees diferents: fer-se membre de l’associaci\u00f3 hotelera local, parlar amb la compet\u00e8ncia, observar quan viatges, llegir la premsa professional, etc. Hauria de ser m\u00e9s f\u00e0cil ara que abans. Normalment veiem el nostre petit m\u00f3n, per\u00f2 l’enorme quantitat d’informaci\u00f3 \u00e9s pr\u00e0cticament colpidora.
\n9.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Qu\u00e8 pensa de l’augment d’escoles de gesti\u00f3 hotelera?<\/strong><\/p>\n

\u00c9s un fet que ha passat en molts pa\u00efsos. Algunes s\u00f3n m\u00e9s serioses que altres. Les millors sobreviuran i els seus estudiants seran els que aconseguiran els llocs de treball. Seria un problema si hi ha massa graduats, per\u00f2 tot i aix\u00f2, el sector \u00e9s suficientment ampli a tot el m\u00f3n. Els professionals hotelers seran cada vegada m\u00e9s m\u00f2bils.<\/p>\n

 <\/p>\n

10.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Per qu\u00e8 participa en EUHT StPOL i no en altres escoles espanyoles?<\/strong><\/p>\n

Sant Pol \u00e9s una Universitat seriosa. Porto venint aqu\u00ed m\u00e9s de 20 anys. I els seus graduats estan ben posicionats. Portar xefs i professionals de prestigi per oferir classes magistrals \u00e9s part d’aquesta reputaci\u00f3. Jo participo en diverses universitats a Europa (Fran\u00e7a, Londres, Lausanne) i vaig participar en el passat a TSI.
\n11.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Quin consell donaria als estudiants que s\u00f3n a punt de graduar-se?<\/strong><\/p>\n

Mantingues la teva ment oberta, sigues flexible, sigues m\u00f2bil. El canvi no va deixa de succeir. El m\u00e9s important \u00e9s: el teu aprenentatge comen\u00e7a quan comences a treballar. Els analfabets del segle XXI no s\u00f3n aquells que no saben llegir, sin\u00f3 aquells que no poden aprenen i deixar-ho de fer.<\/p>\n","protected":false},"excerpt":{"rendered":"

Michael Nowlis \u00e9s Director del Programa Executiu S\u00e8nior a la London Business School. Tamb\u00e9 \u00e9s consultor empresarial en actiu, aportant serveis d’assessoria de negocis per a [\u2026]<\/span><\/p>\n","protected":false},"author":1,"featured_media":11690,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3696],"tags":[],"class_list":["post-49849","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-noticies"],"yoast_head":"\nEntrevista a Michael Nowlis: "Encara hi ha oportunitats al sector de l'hostaleria" - EUHT StPOL<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.santpol.edu.es\/ca\/blog\/entrevista-a-michael-nowlis-encara-hi-ha-oportunitats-al-sector-de-lhostaleria\/\" \/>\n<meta property=\"og:locale\" content=\"ca_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Entrevista a Michael Nowlis: "Encara hi ha oportunitats al sector de l'hostaleria" - EUHT StPOL\" \/>\n<meta property=\"og:description\" content=\"Michael Nowlis \u00e9s Director del Programa Executiu S\u00e8nior a la London Business School. 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