Yotel Global's Hospitality Strategy: Tech, Sustainability & Growth

This report provides an overview of Yotel Global, a hospitality group operating under brands like YotelAir, Yotel, and YotelPAD, focusing on its strategic partnership with Starwood Capital and its adoption of technologies such as self-check-in kiosks and robotic luggage concierge. It assesses the impact of these technologies on the hospitality industry, including benefits and disadvantages, and recommends future sustainable development strategies centered on enhanced communication, connection through social media branding and digital marketing, and employee recognition and reward programs to retain skilled staff in a competitive market. The analysis also considers the threat from localized boutique hotels and emphasizes the need for continuous marketing and brand development.

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1. Overview of the Yotel Global hospitality group
The Yotel group is hospitality business ideas to United Kingdom. The primary share holders of
the company includes the Al Bahar group, Starwood Capital Group, Kuwait Real Estate
Company as well as united investment Portugal. This hotel group primary operates in the airports
as well as cities that includes London Gatwick, Paris Charles De Gaulle, Schiphol, and London
Heathrow and so on. Additional locations include one location near the Time Square in New
York, another in South Boston seaport area as also in the Orchard Road, Singapore. The
company operates under three different brand names which are YotelAir, Yotel and YotelPAD.
The Hotel group was introduced in the year 2007 and www.yotel.com is the official website of
this hotel group. The company entered into a 250 million US dollars strategic partnership with
the organisation Starwood capital who occupies a 30% stake in the organisation (Tomašević
2018). In the year 2018, the hotel launched its latest brand named YotelPAD that operates in the
domain of stay properties, where the guests can choose to stay from one day up to 1 year. India
2018 the company also forced 1 partnership with plug and play which is the innovation platform
from Silicon Valley. Sophia’s technological interventions are concerned, the hotels of this group
has airline style self-check in kiosks as well as keyless entry, convertible double beds, mood
lighting as well as adjustable systems (Olsen 2017). There are also the availability of world’s
first robotic luggage concierge which itself becomes tourist attractions. Through the use of clever
design as well as Technology this hotel group has been able to provide luxury feeling to the
customers.
2. Recommendations for future sustainable Development
The first strategic recommendation that can be given to development of future sustainability are
in the context of communication and connection. As analysed by Leavy (2018), new hotel brands

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are gradually developing in the US with a large array of new boutique hotels and their coming up
with innovative deals. These localised Enterprises are a serious threat for other big hotel groups
like this one which is business paid around the world. In this challenging business atmosphere
this hotel group need to connect different types of workers across the multiple time zone. This is
essential for a constant and continuous marketing of the facilities so that the customers are
constantly aware and made informed about the significant aspects of the facilities that they have.
In order to do that social media branding, digital marketing as well as brand awareness and brand
development strategies have to be adopted by the company. The organisation also needs a
centralise location weather can connect everyone and it is suggestible that in order to do so they
might develop a section on the website where the customers can share their feedback regarding
their experience of staying in the hotels of Yotel Group.
Another suggestion for the hotel group is recognition and reward. Since they are following the
lean business model they will not have the budget for large Public Relations event or gallery of
the complete International work force of the company. A transparent V is needed to reward
employees’ for their good work and a public recognition of their fulfilment of the company
values is very much needed so that in this competitive market of hospitality employees the
organisation can retain their own skilled staff.

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Reference List and Bibliography
Tomašević, A., 2018. Luxury Hotels: Concept and New Trends. In Quality Services and
Experiences in Hospitality and Tourism (pp. 195-211). Emerald Publishing Limited.
Olsen, M.A.K., 2017. Entrepreneurship Is Global: Highlights from the 2016 Global
Entrepreneurship Roundtable.
Leavy, B., 2018. Cost innovation–a value-creation strategy to transform over-priced industries.
Strategy & Leadership, 46(6), pp.3-13.
Tung, V.W.S. and Au, N., 2018. Exploring customer experiences with robotics in hospitality.
International Journal of Contemporary Hospitality Management, 30(7), pp.2680-2697.