Hotel CEO Interview Series

Shangri-La is leveraging its legacy of Asian service sensibilities to differentiate the brand amid a robust global expansion in a booming and increasingly competitive luxury hotel market.

Hotel brands have to strike a balance between listening to customers' current needs and anticipating their future desires, a strategy that takes seamless technology and conscious employees.

The select-service business model must deliver a quality product at an affordable cost so La Quinta listens closely to give customers exactly what they want, without going one step - or dollar - beyond.

With such a broad range of products across so many markets, Holmes must look at the top-level changes in guest expectations in order to meet as many customers' needs and desires as possible.

Four Seasons is at the beginning of its most ambitious growth period yet, and it's looking to both human touch and technology to improve how it delivers a luxury guest experience.

While there is a still a time and place for "white glove" service, even today's highest spending guests are looking for a more curated, personalized version that uses technology to inform better stays.

At the core of Marriott's massive growth and marketing push is an attempt to evolve its hotel product to match guests' evolving expectations and not get left behind.

Best Western has overcome its brand reputation in recent years to be recognized for its international foot print as well as innovation online and within properties.

Technology is at its best when it disappears seamlessly into the guest experience. Not all of Starwood's innovations will catch on with customers, but its efforts ensure that it will offer guests those tools and services that do.