Hotel CEO Pay-For-Performance
Every proxy season for the past 20 years I have evaluated the performance of CEOs in the hotel industry using a proprietary pay-for-performance model which looks at key financial metrics such as company size, stock appreciation, EBITDA growth, and total direct compensation within a defined peer group.
Read moreCEO Turnover Study 2013: A Profile of Hotel Industry Leadership – A 10 Year Review
CEO turnover among the world’s 50 largest hotel firms in 2013 was 10% down from a 2012 figure of 16%. Leaders who took office in 2013 were Sébastien Bazin (Accor), Lee Chee Koon (Ascott), Wolfgang Neumann (Carlson Rezidor), Frank Fiskers (Scandic), and Peter Gowers (Travelodge). New CEO arrivals always tend to prompt speculation from employees, shareholders, analysts, media, and industry colleagues as to the likely performance of the hire and of the hiring organization. Such transition events also give us a chance to take stock, look at the CEO role in the hotel world from a holistic standpoint and explore the profile of these industry titans.
Read moreWhy so few options: Challenges of the restaurant franchisee to find funding for growth
Recent results within the United States food service industry point to extraordinary success; this year the industry will take in over $650 billion and employ 13.5 million people (10% of the US workforce). What often goes unnoticed is the economic engine behind this machine; the restaurant franchisee. If this group is a critical part of the industry and a leading contributor to the US economy, why are there limited options to secure capital for growth?
Read moreBreaking the Mould: Talent Management in an Ever Evolving Industry
There are three major shifts within the industry and the workforce as a whole that drive the growing need for transformation within the HR department and the relationship between business leadership and HR professionals. Considering each on a case by case basis, it is subsequently questioned whether there are no other talent management tools beyond the established that are worthwhile applying.
Read moreThe Critical Three: Traits of High Performing Restaurant Executives
David Mansbach asks “What one characteristic or trait is required to be successful within the chain restaurant industry?”. After reflecting on the question, he concludes that there is no one ingredient but rather a healthy mix of what he deems as the Critical Three.
Read moreThreats to Executive Creativity and Problem-Solving
The article takes an in-depth look at how leaders must possess both creativity and problem-solving skills to excel on the job. it is argued that these skills can be taught and are not necessarily innate.
Read moreBalance of Power: Moving Towards Greater Director Independence
In our 15th annual study of US board performance, Host Hotels & Resorts and Starwood Hotels & Resorts tie for first place. Host rose from its 7th place ranking and Starwood from 4th in last year’s study, edging past Sunstone Hotel Investors, last year’s winner.
Read moreAnticipating a Social Media Rebirth
Is the social media phenomenon really a paradigm shift, or are these technologies merely new tools for doing things people have been doing for thousands of years? The authors look at the likely evolution of social media, and remind us that – especially in the world of hospitality – human interaction will still trump contact through technology.
Read moreGovernance in Gaming
The 2013 ranking of gaming’s best boards emphasized diversity, clearing the way for MGM Resorts to capture the top spot.
Read moreCEOs and their Performance
Many would argue that all CEOs are overpaid, but we disagree. Keith Kefgen reveals his findings in the latest edition of our annual review of US hotel company CEO compensation.
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