The well-documented challenges to the hotel industry that have carried over from 2022 in to 2023 show little sign of subsiding in the near future. But for Vine Hotels, there are many reasons to reflect positively upon the past year. And importantly, to look forward to the year ahead with confidence and enthusiasm.
2022 wrapped up on a high note, with the Q4 addition of the splendid 76-bedroom Victorian beachfront York House in Eastbourne. It became the latest in a string of exciting new properties, including Bredbury Hall Hotel in Cheshire, Grade II listed Old Rectory in Sheffield, and the Dartmouth Hotel, Golf & Spa was also brought into the portfolio on a managed basis.
For Vine Hotels, owning and managing 13 very different properties, each with its own completely unique assets and challenges, perfectly places the team to deeply understand the issues facing the industry.
Chief Executive Garin Davies recently highlighted some of the key focus areas in which he and his team are continuing to building success, despite challenging economic times.
- Attracting, Retaining & Developing the Best Talent
Hiring and retaining staff across all levels has been demanding in the aftermath of Brexit and the pandemic.
And the danger is that a lack of staff and skills shortages causes operational issues at many hotels, ultimately resulting in customer dissatisfaction and reputational loss.
But Vine Hotels are overcoming any potential people problems – and their consequences – by introducing two innovative new initiatives for engaging, retaining, and developing homegrown talent:
- Leadership in Action learning programme – Offering 10 team members per year the opportunity for on-the-job hotel management training the ‘Vine Hotels way’
- Shadow Board – Appointing 12 staff from across all levels to represent workforce in shaping the future of the business
“We’ve made a commitment to ensure that we not only bring the best people to our company” Garin said, “but that we seek out and develop those who show a desire to progress from within.
“After all, they’re the frontline custodians of the reputation of our properties and our brand as a whole”, he continued. “So, who better to inform value creation and the development of our relationships with our customers and partners?”
- Checks and Balances
Managing cost and maximising profit remain business critical in a climate of:
- Ongoing inflationary and recessionary trading conditions
- Soaring energy and daily consumable costs
- Supply chain issues
- Irregular cash flow
“Hotels need revenue to operate, and it can be tempting for them to enter price wars during tough times”, Garin explained. “But a race to the bottom often isn’t the answer.
“With the right team taking a creative and collaborative approach, it’s highly achievable to manage purchasing costs whilst reinforcing strong partnerships with brand clients and suppliers, who are largely fighting similar battles.”
Garin concluded: “At Vine Hotels, we remain positive about leveraging elements such as upskilling and finance to press on with our ambitious development and growth plans in 2023.”
“And we’re looking to working with more owners to provide the additional support and connectedness they need, develop their hotels and turn around distressed properties.”
Get in touch for more information about the Vine Hotels collection of hotels and venues that blend individual personality with genuine hospitality.
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Vine Hotels, Chesterfield Road South Sheffield S8 8BW
GROUP SALES AND MARKETING DIRECTOR
HUMAN RESOURCES DIRECTOR
REGIONAL GENERAL MANAGER
GROUP REVENUE MANAGER