You can look at this venture through a number of lenses, as did the New York Times on Sunday, May 27, 2012.  Do keep in mind that in the United States in 2009 some 1.2 million people filed for divorce.  It is probably smart to talk about the couple, who are prepared to sever marriage ties.  They have to be really ready – few issues of custody, financial dealings and asset distribution well established, in a decent mood to make this happen.  Then, over the weekend, dealing with independent lawyers and mediators, they meet and iron out the terms, checking out on Sunday with papers ready to go to the Judge. 

The fee for the Divorce Hotel service is $3,500 to $10,000.  For many of us already divorced, this is a mere dollop of green.  And, to think I could have had room service, a massage, a round of golf, and a wake-up call.  This is also where Mr. Halfens incubated his idea, having watched a friend maneuver through the divorce process – loss of weight, hearty lawyer fees, angst, anger, disgust, et alia.  “I was convinced there has to be another way,” Mr. Halfens says.  Sixteen out of seventeen participating couples to date would agree.

He is now shopping for some high-end hotels in the US to serve as the host “Divorce Hotel”.  Concurrently, he is seeking a Television production company to film the couple through the weekend activities.  Mickey Stern, co-chief executive of Base Productions, says he jumped at the chance to produce a show around Divorce Hotel. “These are real people getting real divorces — or at least attempting to get real divorces — and it has all of the human drama of this significant process all condensed down into a very short period of time,” Mr. Stern says. Given the number of people who get divorces in the United States — and the possibility for some TV fireworks — the audience could be huge, he says.  Mr. Stern added, “Divorce Hotel is as real as it gets,” he says. “If there’s a conflict, it’s real because the stakes are real.”  Watch out, Snookie on the Jersey shore!

We have all the elements here for a success – couples in conflict, a luxurious hotel setting, assets, lawyerly negotiations and a film crew.  Who could ask for more?  One step forward for mankind and hospitality!

In Hospitality we are responsible for the time of our guests.  We need to be respectful and mindful of their parameters, for, after all, we are the “waystation” for their well-planned agenda.  And, they arrive pretty beaten up, often from the rigors of travel or just the daily travails of their time management, often whacked out of kilter.  So, they are looking for relief.  They do not want a lot of fuss and bother; they have had that all day.  They do not want a lot of noise; their equilibrium is already shaken.  Basically, they want some respite in the name of comfort, nourishment, attention, courtesy and relaxation.  This is our domain!

We in management have the same time constraints as our Guests. We are challenged by changing priorities, all consuming e-mails and phone calls, demands from corporate, et al.  Scheduling headaches, rooms ready, provisions ordered – all those daily fires we face.  It is hard to get out from that desk – got no time, too busy!

Well, you know, that is just no excuse, for, if something is important, you make the time.  Your relationship with your Guest, with your employees, with your providers is absolutely critical.  The effort and emphasis are what create the culture of excellence and dedication, resulting in Guest loyalty, superb staff delivery and the high quality product you present.  This does take time – dedicated, directed, sincere attention – to detail, to mission, to the Memorable Experience.  Having no time is simply disrespectful to your craft and your Guest.

While the world was moving towards fancy drinks, light colored liquor and wines, Bourbon probably did not have much of a showcase, much less advancing sales.  But, the advocates were always steadfast and unwavering.  For me, it was Jim Beam for the daily pleasures and Makers Mark for those special sipping occasions.  Not too complicated nor in need of a connoisseur’s advice or direction.  To be candid, I am not sure that has changed a great deal.  Bourbon drinkers are a thoughtful crowd, perfectly happy with their choice of Brand, which typically stays with them for life.

Scotch drinkers have similar proclivities and actually more choices.  As you move along the adult beverage tree, we do start to need some guidance.  Look what happened to Vodka, now with every flavor in the book.  Wine becomes even more challenging – what type, year, vineyard for my char-broiled burger and side-slaw?  Choices, choices!

I used to get offended on those long flights, when ordering a Bourbon and getting that small bottle of Jack Daniels instead.  Having lived in Kentucky, you become even more attached, although many distilleries are located in “dry counties”.  Figure that one out.   

I do recognize the efforts of Victor Matthews of Southern Hospitality in bringing Bourbon to a larger audience.  Of course, “Sommelier” is the wrong term to use, as it refers to a wine steward, but the thought is right.  Any Experience needs to be charted and steered.  Bourbon is that distinctive and memorable Experience.  Cheers!

Are we really that craven?  I think not, although much of what we watch and read seems to be sponsored by, brought to you by, prepared by, etc.  Brand marketing is pervasive.  And, each of those Brands emphasizes particular themes, beyond the Flag, Mom and our favorite pie.  Crass, yes, soul-less, perhaps.

In the marketplace, we have these two promising waves, crashing against each other – consumer expectation and Brand promise, each really wrapped around the question of Satisfaction. 

I, your Guest, have certain images in my mind and expectations to be met, when I visit your establishment.  I anticipate certain sensory and transactional exchanges; and, these expectations are really not too far-fetched – a clean, safe environment, an attentive level of service and a product of value.  You can already see where we might have some problems, as there are varying definitions for clean, service and value.

And, you - the hotelier, restaurateur, proprietor – must deliver on the promise you have advertised, whether it be on the internet, in print or even by word of mouth.  Luxurious accommodations, “Eats”, glorious sunsets, Home Made, fish a jumpin’ and all the other hyperbole.  We sure can go descriptively nuts when we have that blank page.  But, we also have now set expectations for our Customer.

Reviewers of the song felt the lyrics were an assault on the status quo.  Mick Jagger suggested the song was about alienation.  No matter - it is still about Satisfaction, mine, the consumer and yours, the provider.  Has the twain met after almost fifty years?  You be the judge.  It goes beyond my white shirts and Marlboros.

This is happening all across the US.  Some States are debating Gaming in their governing bodies.  Other States like Massachusetts have legislated Gaming.  Additionally, even other states are expanding their Gaming base, like New York.  And, it is business as usual in California and the Northern Tier States like Minnesota, where new tribal enterprises are on the drawing board. 

Boy, there is a lot activity, for Gaming does represent a rich stream of revenue for the State coffers and employment opportunities for the citizens.  With all this growth and expansion, at some point we reach saturation.  The allure may fade, choice for entertainment may become blurred, promises are unfulfilled.

Unless you are the only game in town in an isolated part of the country, you need to start to consider what makes you different and worthy of my entertainment dollar.  Many operators have figured out that a stand-alone Gaming operation needs more.  Although you may wish it, people will not gamble every hour of the day.  They need other diversions.  They need to refresh themselves, whether at a restaurant, a hotel guest room, the Spa, retail stores, the entertainment venue or even the golf course and marina.  The wise gaming meccas have become a self-sufficient Destination.  Marketing opportunities are plum.

However, this may be where we can have a major disconnect.  Managing a Gaming facility is very different than running a full service Hospitality operation.  There are very defined skills and priorities involved, certainly different sensibilities with those variable audiences, their needs and expectations. 

So, as you figure out what you wish to become with a road map as to how to plan that journey, you need benchmarks and an ever-growing and changing portfolio of protocols and standards to get you to that final destination (small “d”).  You now can measure the efforts and the results. Whatever you say you are, you better be able to deliver, essentially Brand validation, as measured against your stated Player and Guest Experience.  Successfully executed, you will be distinctive!  Safe  travels.

The essentials from the Guest perspective are quite straight forward. They want to know that the food is good, that the service is reasonable, that they will be safe, dining in a clean establishment, where what they pay represents value. The restaurant operator wants to engage the customer, respond positively to their expectations, gain their loyalty and market that success, thereby increasing covers, traffic, and, of course, revenue.

The above equation is just like a see-saw. Restaurant operators aim for that equilibrium, but frequently the balance board is askew, based either upon either poor delivery or expectations not met. The variables affecting delivery by the restaurant are numerous: preparation, food quality and presentation, standard of service, ambiance. The real life experiences - gum under the table, inattention by the server, an incomplete order, a dirty fork, music too loud, lighting too low, the A/C too strong, the wait too long - deviations, even in the finest of dining establishments, can bring the realities of running a restaurant to head and heart ache.

Every day has an imperfection, regarding product, service or environment. Our customers understand this; there is no perfection in any industry. But, it is the Dining standard we wish to tell people about, the distinction we usually represent, and specifically the Dining Experience our Guest should anticipate. The Consumer does want to know.

Sadly, for the restaurant industry, there are limited means to project this message to their Customers - the Distinction of their respective establishments. Of course, it is easier to retain existing customers rather than recruit new ones. Those loyal "fans" must be courted, made to feel special, and recognized for their "good taste" and extolled all the time - they are our "bread and butter", the very foundation for any success we enjoy. Yet, the business must grow! What avenues do we have to promote what our current "fans" already know?

Testimonials are a prime means to "pass the word" and gain prominence. This works by "word of mouth", referrals, and, more and more through the Internet. The power of a statement by a satisfied diner is extraordinary, but even these Patron Reviews can be uneven, sometimes even "stacked". For the potential customer, though, they do provide a means to gather information and appreciate the "flavor" of a restaurant, through the eyes and descriptive words of someone who has "lived" the dining Experience. Visitors new to the area rely upon these sources, whether through legitimate Web portals, guidebooks, or the all-powerful Social Media. Otherwise, they depend upon hotel concierges, business associates, or friends.

Marketing Associations also can be effective. They establish some bona fides, but typically, only informational: a brief description of the Restaurant, type, cuisine, price and the like. They do not describe the experience. There are other means as well, such as a "Phantom Gourmet" local program, write-ups in the local paper and underground news, Restaurant Association and dining service guides, and area Attraction magazines. In many cases you pay for that coverage - advertising dollars perhaps spent well! Your potential customer may review these sources, but they are hardly definitive.

Then, there are Rating/Assessment companies, serving as consumer advocates and setting the "taste and style" landscape, such as Michelin or Zagat, which may review your establishment. Other companies you can retain for an Assessment; they benchmark your performance as to Quality Standards and provide recommendations for Continuous Improvement. All of these can be invaluable, depending upon the level of expertise and professionalism of their review teams; however, you have no control over the outcome of their evaluation. But, the consumer does pay attention to ratings, recommendations and seals of approval.

Lastly, a restaurant can present their own story, describe the uniqueness of their establishment and passionately relate to the potential customer why they should visit, dine, and enjoy the experience through their own Web Site. This is the opportunity to market directly your Distinction! The site must relate to all the senses, where the aromas and flavors speak through the eyes and ease of site navigation.  Here, you must be careful with hyperbole!

The ideal means for successful promotion of a restaurant should embrace a “mix”: testimonials from satisfied patrons; reaching out through Social Media; an operations review by a professional, objective third party, certifying a certain level of performance; and a spectacular Web Site presence. You may not be able to control all of these, but you certainly can influence outcome with Management and a Team who believes in their product and the highest level of service. Harnessing the promotional power of Patron Reviews and Quality Assurance Certification provides confidence and reliability. You create Distinction, traffic increases, and revenues flow!

However, the meeting “junket” is passé; the working conference is now results driven; excesses will be uncovered (shades of the latest GSA debacle).  Throw in a little technology advancement and tighter budgets and you have even more challenges.  Planners should be increasingly tasking the CVB community, and the Destination leadership must be better prepared to address several pressing concerns:

Safety and Security – These are perilous times and a dangerous world we live in, and Destinations need to adapt to this sensitivity for their Visitors.  Whether it be sensational incidents, natural disasters or the amorphous spectre of terrorism, Planners will demand to know what the Emergency Preparedness strategies are, and Destinations must be in a position to demonstrate their plans for community evacuation, triage, communication and leadership.  Additionally, host hotels must be ready to show their preparedness, as well, above the usual Guest Room considerations.  Too   much is at stake!

Destination Track Record – Any community business which “touches the Visitor” is either a partner or suspect.  In researching potential Destinations, astute Planners require data on prior visiting groups/conventions to an area, contact names, and the “report card” for that visit and the overall experience for their constituency.  Large convention hotels, often flag properties, and some CVB leaders tend to be myopic on the question of Destination performance, not fully appreciating that guests do leave the host hotel and partake of activities in the community.  Poor service at Franks Deli Emporium or a rude ticket taker or cab driver can nullify an otherwise wonderful stay at the Grande X Hotel.  Meeting Planners hear complaints directly, and they certainly want to understand the experiences of other groups to the area.  Reputation cannot rest on past laurels; it needs to be demonstrated all the time, everywhere.

Destination Disruptions – You could be home to massive construction activity, civil demonstrations, even heightened union activity.  Meeting Planners want to know of anything which could disrupt their agendas.  Remember the “Big Dig” in Boston, “99%” Wall Street protests across the US (on-going), the reconstruction of the Gulf Coast, and the very real organizing potential of our brethren with UNITE/Here present true obstacles.  You cannot hide these realities, but a Destination must have a ready honest response, or they will lose the business.

Issues of Quality/Lack of Standards – Fundamental delivery on product, service and facility still varies considerably, particularly, as we begin to “refresh” our properties after the recession.  One might assume that all guest rooms are clean, comfortable and accommodating.  One should believe that most hospitality operations would be pleased with our patronage, welcome us graciously, be attentive to our needs and relish our business.  Successful Meeting Planners are not “dumbed down” with low expectations.  Their livelihood and reputation rest upon a Destination’s delivery on the promise, and the Hospitality Industry is at the forefront to perform.

So, “wine and dine” me, astound me with “smoke and mirrors”, but understand it is all about the Visitor Experience.  Meeting Planners deliver big time, the competition is intense and the dynamics of the business are ever changing.  A Destination’s Brand promise will need to adapt, and hospitality operations will be forced to elevate their performance, as well.  The Consumer has spoken, and the messenger is that Meeting Planner.  Harken!

Yet, the positive side of this challenge is that travel spending has steadily increased over the last two years.  According to Michael McCormick, Executive Director of the Global Business Travel Association, he expects this growth to reach $260 billion this year, up from $234 Billion in 2010 and $251 Billion in 2011.  He further noted that individual spending had increased, from $422 in 2000 to $564 in 2011.  In clarifying this trend, he further stated, “We’re seeing road warriors taking fewer trip but making the most of them, making more stops and spending more on the road”.   He attributed this to the productivity explosion, which “…is being brought on by better travel management, better technology and making the most of their time on the road”.

The Airline industry scene will not change dramatically for some years.  It is just deplorable, but it is how we get from point A to B, sadly via C, D and E.  Hospitality operations can absolutely take advantage of this situation.  That beleaguered business traveler arrives at your door spent.  They want no hassle, no fluff.  Give me some courtesy (which I have missed on my many flights), some attention and empathy, a clean room, a decent meal and most importantly – a portal for my digital devices.  I can be just as productive in my underwear, lying on my bed, sipping a beverage and catching the Stanley Cup Playoffs in the background.  As Jay Campbell of the BTN Group (a magazine publisher) explained, “You can’t say enough about mobile technology and how an expanding and incredible amount of information is provided and available to travelers through their mobile devices and apps”.

We in Hospitality need to understand this mindset, wrapped around productivity.  It is unbelievable that some lodgings do not provide WiFi and that others still charge for it.  That almost harkens back just ten years ago when some lodgings did not even have a web site.  The airlines are doing less with less, while we are trying to do more with less, just like our guests.  This is how you create loyalty and return business.  Listen, understand and act – we have that flexibility.  You can become a productivity partner and take control of that “seating arrangement”.

So where did this new approach come from?  Mr. Hodge, just like many other owners of small independent operations, saw some lean years and increasing competition from the chain hotels.  As an article in floridatoday.com noted, “It’s sort of a make-or-break situation. We can’t pay ourselves in winter. We had to scrap health insurance,” he said. “Every year it gets a little bit worse.”  We all can relate to that squeeze. 

So, several years ago, he began the thought and research process, convinced his former wife, a co-owner, and also had the benefit of two nudist magazines who wrote about his plans.  Plus, he discovered that there were a number of nudists in the local area who thought the idea was sublime.  Reportedly, there are no legal restrictions either from Cocoa Beach city codes. 

Apparently, there may be mixed thoughts in the community about this nudist venture.  You have the usual noise about protecting children, sexual perversion and predators, unsightly views, etc.  But, Mr. Hodge is comfortable that he can run a safe and even family oriented business.  His staff will be clothed, other than the topless bartenders at the Tiki bar.  He has erected higher and screened fences; resort doors have coded locks for access.

Ever vigilant, I actually tried to reach Mr. Hodge on Friday, May 4 to see how business was going.  He was too busy to speak with a line-up of other curious folks.  However, I did connect with Jim at the Front Office, who reported that everything was going great, and actually boosting the local economy.  Fawlty Towers was meeting with other local businesses who wanted to share product/service discounts with the Guests - a very positive and quick response from the community.

Fame may be momentary and fleeting, but you have to love it and give kudos to Mr. Hodge.

We in Hospitality are typically the hosts of these gatherings, and our role is very clear.  We are serving adults; we are not the morality police.  We do step in through our security to insure safety and some level of acceptable behavior which does not damage property or other guests.  We are not chaperones or arbitrators.  We do not set curfews.

So, how do things fall apart in our wonderful guest rooms, function halls and restaurants, where we, as the destination of note, gain that wonderful notorious reputation?  That’s the restaurant where Frank “the Bunny” Nogalassario was gunned down.   There is the hotel where that French guy snookered the maid.  Remember Tailhook – that’s where the party was held.  And so on…

Companies know that these meeting sites are meant to be an opportunity for education, networking, creating relationships and schmoozing.  They expect you to be attentive most of the time but also to relax, take a breath, unwind.  So, we do.  Our guard is down a bit, we go with the flow, we participate.  And, with alcohol usually available, our enthusiasm gets rather well oiled upon occasion, and, while the cats away, we mice might play.  Some of us do.  Most of the time our activities are just coyly remembered in private; other times they result in police calls, lawsuits and gossip. 

We in Hospitality just try to keep the lid on all these extracurricular activities – cap those potential volcanic eruptions.

For Companies, you cannot operate like Hogan’s Heroes’ Sergeant Schultz, who sees and knows nothing.  Events will occur.  Your employees do not want to be treated like children.  They are adults and should understand acceptable behavior, common sense and discretion.  There is no reason why the Standards of Conduct you have established for your workplace should not apply everywhere else at any time.  That is the simple truth and every once in a while must be shared and reiterated with your employee body. 

Given human nature and a lot of history, unscripted events will occur, and damage control will spin.  But, your defense begins with that Code of Conduct and the examples your leadership demonstrate, at home and on the road.  Company culture can travel well!