Blandness and being average is no longer an option.

Does this mean that answers lie in new frameworks?

Reports suggest a challenging and soft Q1. There are many who believe that one of the causes of this is the fact that consumers are doing less of the regular activities, such as going to the pub or for a mid-week meal; instead saving their hard-earned savings for special experiences.

However, it also may mark a change in how people view what they want? For example, reports are suggesting that those hotel and restaurant operations which offer truly bespoke and personal service are performing well over some big named operations and brands. Are we beginning to see both service and experiences viewed through a different lens? Have some brands lost their power to attract as consumers prefer the boutique independent who provide that bespoke service with a smile?

There are many arguments swirling around but there is no doubt that there is also a genuine shift taking place. There are some new pub operations emerging which are outperforming more established units as they possess a X factor. This is often a mix of great product and great service. Independents are coming back with a strong voice.

But it is not just operations where change is taking place. Employees are less impacted by corporate comms that talk at them.?Today’s emerging generations are used to now having a voice which can be expressed via social media. They do not respond well to being talked at. In the same way, they don’t respond well either to traditional leadership styles which command; respect must be earnt, and so organisations are having to learn new methods for effective engagement.

Leadership today is more about frameworks which once again empower talent, and where there can be a two-way conversation.

What does all this mean?

It means that once again the individual is important, that they expect to have a voice and to be empowered. They will spend money on great service. Bespoke service is seen almost as a sign of luxury and status, and this sets a new bar for what is expected. This could create an interesting new opportunity as all need to raise their bar to create service levels which really do impact on their customer, guest, client and employee. The old power structure has adjusted and there are new relationships to be forged.

It has long been argued that businesses need to create greater personalisation with both customers and employees, but it is a bit deeper. Recognising an individual is one thing, creating apps that are bespoke is the same – it is also about listening and having a greater care for the guest and employee. It is quite a turnaround from a decade ago. From 2009-20, business was viewed to view people almost secondary to their processes.?It was also a decade of frustration from consumers towards call centres, automated systems, etc. Now is almost the full opposite. The words of empowerment, care, values, community, people, development are back in full voice.

It is clear that being bland is no longer an option. There is no arrogance to have towards the client, consumer or employee. All must work to raise the bar and what worked in 2009-2019 just no longer cuts it anymore. This will create more change to come. It could be an exciting time to come.

It does require a rethink of business strategy, and internal processes but maybe most importantly, talent acquisition. Great solutions will come from great talent who feel empowered to help develop new solutions and ideas. It does place talent acquisition right back at the heart of all board agendas. Businesses that embrace full personalisation and bespoke service need to walk the talk and be the best of employers.

That bar never does lower…

Written by Chris Sheppardson, EP Business in Hospitality