The luxury travel industry suffered a severe blow in 2020 due to the pandemic, with stay-at-home orders drastically diminishing our ability to travel, particularly abroad. But as we enter a new year that sees the deployment of the Covid-19 vaccine, there are glimmers of hope for the industry. Tina Edmundson is Marriott International’s global brand and marketing manager, a role that involves developing strategies for the hotel group’s 30 brands around the world. We told him about luxury travel hopes and plans in 2021. What are your biggest travel hopes this year? May people feel able to explore the world in safety. And this luxury travel can, more than ever, be the vehicle people seek to help them broaden their perspectives, indulge more in their passions, and stimulate personal growth. Plus, I hope luxury travel offers opportunities to rest, recharge and reconnect – whether with nature, family or themselves. Now that the vaccine is more and more available, how do you expect it will boost luxury travel? Tina Edmundson is the Global Brand and Marketing Manager for Marriott International. Marriott International I think this will lead to a change in people’s mindsets, and they will feel more confident in their travel plans, if not immediately, at least for the future. We know there is pent-up demand and we look forward to welcoming guests when they are ready. Currently, 94% of Marriott hotels are open and taking reservations. How do you encourage customers to book in 2021? How do you make sure they have a luxury experience and feel safe? The well-being of our guests and associates is of the utmost importance, and I take pride in the policies and protocols we have in place to provide a safe environment. It starts with transparency and communication. What we are seeing from our luxury clients is that regardless of the type of trip, the # 1 thing they want to know before they book is their experience on the property. They want to know how public spaces are set up, how often housekeeping is done, and if there is a change in the amenities they expect. Solaz, our Luxury Collection hotel in Los Cabos, Mexico, has even started setting up pre-arrival video calls with guests, connecting them in advance with their dedicated contact on-site. Beyond the peace of mind of our customers, we want to inspire them because they lack travel and are looking for a total change of scenery. This fall, the hotel brands under Marriott International opened new luxury hotels in China, Japan and Taiwan, and Marriott International consolidated its plans to open hotels in Thailand in the coming years. The St. Regis Maldives could be on some bucket lists this year and next. St. Regis Hotels & Resorts As Asian countries are doing relatively well in the face of the pandemic, do you see an increase in bookings and tourism in 2021? Recovery trajectories have varied considerably by region. The recovery in mainland China was the strongest. Results have improved dramatically since February, demonstrating the resilience of travel when the virus is seen to be firmly under control. The occupancy rate in mainland China reached 67% in September, slightly ahead of the occupancy rate in September 2019, and an extraordinary improvement from 9% in February. Demand in the rest of Asia-Pacific also continued to improve, but generally at a much slower pace. While the recovery will take longer than anyone would like, we are seeing encouraging signs that demand may be extremely resilient. How do you see Marriott International responding to the changing world, while providing customers with the luxury travel experience they want? The current environment has given rise to a new level of bespoke service and a customer experience that needs to be more personalized and organized than ever. The pandemic has led customers to have a wide variety of comfort levels, expectations, and needs, so even something that used to be as routine as housekeeping now needs to be personalized for each customer. Every day our hotels receive guests who have not left their homes since the start of the pandemic, so in every interaction we must approach them with the same level of empathy and focus on safety as those who have. walked through our doors last spring. . We give customers choices and let them define the experience they want to have and then create it. How has Marriott International adapted to changes in consumer behavior due to Covid? Travelers want even greater control over their experience, and one way to deliver this is through technology. Through our Marriott Bonvoy app, we offer contactless check-in, a mobile key, and the ability to share preferences and chat with their hotel without having to pick up the phone and call. This technology has been a welcome option. Plus, where a hotel once served as a gateway to exploring and discovering a new place, guests now want immersive experiences to take place onsite. As a result, our hotels have developed new and attractive programming and activities to enjoy at the hotel. For example, the Ritz-Carlton Ras Al Khaimah in the Al Wadi Desert outside of Dubai created moonlit camel rides in direct response to those who felt safer in remaining on the property. At W Punta de Mita in Mexico, Ocean View Rooms attract those looking to relax and take in the surrounding beauty of the area. W Hotels Worldwide What more do you hope to see this year in terms of travel trends? There is the potential to see longer stays, where clients have temporarily moved or can take a “workstation”, as they now have more flexibility when it comes to working or learning remotely. We have also seen the emergence of ‘pod travel’ – friends and families traveling together in groups, occupying an entire floor or wing of a hotel to create their own private bubble. We are working with our hotels to find new and creative ways to serve these microgroups. What have you heard from customers about their hopes for 2021? Our customers have enormous confidence in our luxury brands, and what we see from them is an uncompromising demand for flawless execution of the basics, while enjoying a high experience. Luxury travel is a complete experience and our customers expect their stay to not only be what they would have experienced before Covid, but to exceed it. What do you hope to make a comeback in 2021? So many things! High on my list are face-to-face meetings and the ability to communicate securely with friends and family, in addition to, of course, traveling. This story first appeared in the February issue of Mansion Global Experience Luxury. .
The smartphone brand Poco introduced a new logo and brand mascot, which refreshed the visual image. The design of the new logo aims to redefine the concept of the brand “Made of Mad”. The new brand logo also represents a change in the brand concept. The mascot will be integrated into the brand’s advertising campaign through different media.
The revised logo and brand are aimed at young users who want value for money on their smartphones. Poco is a subsidiary of Xiaomi. However, the brand parted ways with Xiaomi, which was confirmed in November last year. Poco launched a smartphone in India for the first time under the leadership of Xiaomi. According to market statistics released by Counterpoint, Poco is the third largest online smartphone player in the Indian market.
Anuj Sharma, POCO India’s country director, said of the new logo launch: “In commemoration of Poco’s successful Independence Year, the whole goal of the brand renewal is to pay tribute to the community, which is as distinctive and unique as the smartphones on our market. Poco’s “crazy production” is a creative interpretation of what our fans and consumers can expect from a brand with a convincing promise of functionality. It also represents our consumers, who are crazy, weird and right The desire for perfection is not godly. Through this plan, we hope to establish a belief system to enhance the overall POCO experience that users perceive as relevant.”
BESIDES Zoom sweatpants and shirts, sustainability is probably the hottest thing in fashion right now. Consumers – especially younger ones – increasingly expect more from the brands they support: more transparency, more accountability, more emphasis on ethical practice. However, you should take any brand claim that the product is “sustainable” with a grain of salt. “Sustainable” is a vague, all-encompassing term that can be used for marketing purposes. A brand that sells only locally produced clothing made from recycled fabrics can use the word – but so can brands that work with hazardous chemicals but sometimes give up limited quantities of vegan leather shoes. “It’s like saying food is ‘natural’. It’s very broad, ”said Kayla Gil, owner and curator of the Pipe & Row boutique in Seattle. That doesn’t mean that buyers hoping to reduce their carbon footprint should give up – it just means they have to do a little homework.
Experts encourage customers who wish to shop more environmentally consciously to go beyond claims on the brand’s website and to research the brand’s track record and goals through articles from reliable news outlets and independent platforms such as stand.earth, climate watchdog organization, or Greenpeace Detox Campaign, which tracks the use of hazardous chemicals by fashion brands. “Right now, I don’t think you can own a fashion brand without taking responsibility,” said Julie Gilhart, head of development for fashion consulting firm Tomorrow Ltd, which has worked in the fashion industry for more than 20 years. “But there are many different levels: [Brands and designers] who are more advanced in their knowledge; some who just learned how to change things; some that are just getting started. Make sure there is an intention to grow their responsibility. And if they don’t have it, switch to another brand. ”
We asked four people in fashion to highlight brands that are legitimately striving for environmental awareness and delivering on their promises. Learn about their favorites, below.
Eliana Gil Rodriguez
Founder Gil Rodriguez
I love the Paris-based Tricot brand. They are truly classic pieces of recycled cashmere and exquisite quality. I look at sustainability from the perspective of buying less. Treating clothes as disposable, however they are made, is still very wasteful. I’m focused on buying vintage stuff that already has a life and then picking up a nice new base that I’m going to put on for a long time.
Many brands live up to their promises. If you go to the websites of multiple brands, they tell you how their ingredients were sourced or how they reduced their carbon footprint. Stella McCartney is one of the leaders of sustainable fashion. She’s got a great red carpet look and a great upscale fashion look, and there’s still a bit of an ego that comes with saying “I’m wearing Stella McCartney.”
Owner of Pipe & Row boutique
Many of our designers are sustainable but the one doing it on a sizable scale is Paloma Wool. Their packaging is made of post-consumer plastic, the filling of their coats is made from cruelty-free goose down. They use a lot of Tencel, which is made from wood pulp and which can eventually be composted or reused. They also do a great job of telling their retailers and customers how everything is made. It’s a huge task to gather all that information.
I love Studio One Eighty Nine. Abrima Erwiah and Rosario Dawson started this brand together. Abrima is based in Ghana and she uses sustainable practices, working with small communities. He’s capable of making very fine collections, but you can see African roots in the prints. I am always looking for authenticity. I’m not looking for perfection. I’m just looking for an authentic intention to do better.
The Wall Street Journal was not compensated by the retailers listed in its articles as product outlets. Registered retailers are often not the only retail outlets.
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David Gibbs just signed
Yum brand Inc.
the first restaurant acquisition in years and is planning a convention for nearly 1,000 fast food franchisees worldwide when the pandemic cripples the global economy in March.
The sudden crisis threatens to wipe out most of the $ 17 billion that companies and franchisees make in annual dinner sales at all KFC, Taco Bell and Pizza Hut restaurants in more than 150 countries. Mr. Gibbs, a 31-year Yum veteran who became CEO a year ago, went from advancing the company’s expansion strategy to competing with thousands of closed restaurants.
Since then, many large fast food companies mostly recovered from the early pandemic close, and Yum’s comparable US sales rose in the third quarter from a year ago. But Mr. Gibbs said he was rethinking how Yum – which has more than 50,000 restaurants, more than any other fast food chain – could serve and deliver more food to carry over the long term.
He’s planning a future where pre-ordering fried chicken online is routine, and Pizza Hut customers can get their orders placed in their suitcases without having to walk into the restaurant.
Meanwhile, hundreds of his US Pizza Hut locations, most of which do dine-in businesses, have permanently closed.
The 57-year-old Gibb spoke to The Wall Street Journal via video from Yum’s largely vacant office in Plano, Texas. Below is an edited excerpt.
WSJ: What mistakes did Yum make at the start of the pandemic and how do you learn from them?
Mr. Gibbs: If I look back before the pandemic, I wish we had moved faster for Pizza Hut to be more delivery, run business and less dependent on on-site dining. We’ve talked about it for years. Sometimes large organizations can become bureaucratic. But I think we may be impressed even with ourselves in how fast we’ve spun.
“ I didn’t know that normal appearance was exactly like before the pandemic. Consumers may be more aware of cleanliness in restaurants, and we are looking for new ways to provide a safe environment. ‘
WSJ: Drive-through has helped many fast food chains stay busy during a pandemic. How does that affect your development plans?
Mr. Gibbs: We’re working on a design that has multiple drive-throughs. The Australian business began building several test units with five drive-throughs in one building.
But the other part of the story is the roadside execution. You see it not only in the restaurant industry, but also in retail. This is good because of our peak drive-through constraints. No matter how hard you ride, you can still fit only X cars in a row.
WSJ: Should the front line workers get food and restaurant early access to vaccines?
Mr. Gibbs: We are very excited about this vaccine. When it’s my turn, I’ll be in line to get it. We hope all our employees get it. But we do know that there are others, such as frontline healthcare workers, who are ahead of us in the queue.
WSJ: Once a vaccine is more universally available, will you ask employees to get it or have your franchisor consider it?
Mr. Gibbs: We are studying the matter right now and haven’t made any decisions yet. It is important to remember that 98% of our stores are run by these franchisees. So it’s more complex than we just mandating that every store needs to get a vaccine.
WSJ: Even when vaccines start rolling out, it’s unclear when life will begin to return to normal. When did you anticipate this to happen in fast food?
Mr. Gibbs: I didn’t know that normal appearance was exactly like before the pandemic. Consumers may be more aware of cleanliness in restaurants, and we are looking for new ways to provide a safe environment.
WSJ: What management actions have you taken that will survive the pandemic?
Mr. Gibbs: One of the biggest lessons I learned is the power of authentic communication versus the formal written memos someone might send. We bring together various groups of franchisees, corporate teams from around the world in video calls. We get hundreds of questions via the chat function – real time, without filters. We learn from that.
WSJ: Do you support a $ 15 minimum wage at the federal level and for your employer and franchisees?
Mr. Gibbs: We support the national minimum wage, and we will work under whatever minimum wage the government makes.
WSJ: How do you expect the dynamics between the CEO and the White House to shift in the new government?
Mr. Gibbs: We are excited to work with the Biden government and share their goal of building back better especially on the economy and fighting inequality. We have been in more than a hundred countries around the world for decades – we have operated in any political environment.
WSJ: The pandemic’s theme is menu simplification, but some customers say Taco Bell went too far in removing options. Were you surprised by the commotion when Taco Bell removed Mexican Pizza?
Mr. Gibbs: I’ve never been surprised by the passion our customers – especially Taco Bell – have for our iconic products. We can always bring back the Mexican Pizza at some point if the request is there.
WSJ: What is your pandemic tranquillizer?
Mr. Gibbs: I often pass through Taco Bell drive-throughs. We introduced grilled cheese burritos during a pandemic, and that’s the definition of a product that was so coveted for me and my college son.
Write to Heather Haddon at [email protected]
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Published in Journal of Marketing, That learn person Written by Linda Hagen, a researcher from the University of Southern California, reveals that food aesthetics – specifically, prettier foods follow classical aesthetic principles (i.e. symmetry, order and systematic patterns found in nature) – convey health and naturalness to consumers. compared to “ugly”Foods that don’t follow the same aesthetic principles.
This discovery is important because, as Hagen notes, beauty or the ‘pretty’ aesthetic is closely related to pleasure and pleasure.
“This pleasure association may make beautiful food appear unhealthy, because people tend to view pleasure and utility as something exclusive. For example, many people have a general intuition that food is good or healthy, but not both, “He said.
On the other hand, added Hagen, it is called certain types of aesthetics “classic” Aesthetics are characterized by the ideal patterns (eg symmetry) found in nature and when expressed in a food style through nature-like visual representations can make food appear more natural to consumers.
“Looking more natural, in turn, can make food appear healthier because people tend to find natural things (for example, organic foods or natural remedies) healthier than things that aren’t natural (for example, processed foods or synthetic chemicals. ), “He explained.
Study method person
For this study, 400 panelists in the US (54% women) were randomly assigned to evaluate the health (calories, fat, and nutrition) of the same type of food in its ‘pretty’ and ‘bad’ presentation.
For example, in one experiment, participants evaluated avocado toast. Before viewing the food, participants read the exact same description and price information for avocado toast (1 slice of whole wheat bread and ½ avocado costs ~ $ 2).
After that, participants rated avocado toast based on perceptions of health and naturalness.
Participants’ responses indicated that conditions (eg sliced vs. mashed) had a significant effect on the perceived health of avocado toast. Despite the same information about these foods, respondents rated avocado toast as overall healthier (e.g. more nutritious, fewer calories) and more natural (e.g., purer, less processed) if they saw the ‘pretty’ (sliced) version than with the ugly (smoothed) version.
As expected, Hagen said, differences in naturalness ratings led to differences in health assessments.
Experiments with different types of food and beauty manipulations produced the same pattern of results, he said.
Impact on consumer behavior person
What is the impact of beautiful vs. bad about consumer behavior and purchase intentions? Hagen notes how in one field trial people were willing to pay more money for beautiful peppers than for bad ones.
In another study, he showed, even when people had a financial incentive to correctly identify which of the two foods had fewer calories, they were more likely to describe the target food as a lower calorie choice when beautiful than when it was bad.
The study findings have different implications for food brand marketers and public health advocates, Hagen said.
“Classic aesthetics may be a new, cost-free and subtle way to convey naturalness and health – attributes that consumers are increasingly interested in in food products,”Hagen said.
“At the same time, the presentation of a beautiful meal can optimistically distort nutritional estimates and negatively impact dietary decisions. Given these findings, policymakers may want to consider modifying disclaimers as an intervention or strengthening regulations around providing objective nutritional information with food images. “ person
Hagen added that research is limited to the impact of classical aesthetics in the presentation of food and the findings do not include other interpretations of beauty as found in “expressive”Aesthetics, which is fun through the imaginative implementation of creative ideas (eg food is cut into fun shapes or arranged to depict a scene).