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Editor's Page

When referring to hospitality as those industries which mostly “depend on the availability of leisure and disposable income”, we Executives have much to learn from our counterparts therein too. Organisations operating within such jurisdictions, or at least the more successful ones of them, work under tight operational conditions, with a heightened focus on customer experience. These two factors in turn lead to a provision of quality. And this above-average provision must be constant and sustainable.

In those cases wherein a quality provision is made available from such sectors, one will note another constant - that of having a ‘soul’ within the said provision. We read that “(Phoenicia) has a style that makes you feel seduced, relaxed, charmed”; and that the Plaza Shopping Centre was, under Lionel Lapira’s leadership, the first brand which made shopping fun. Both these factors are greatly facilitated by an induction of the said soul.

We learn in interviewing Plaza’s CEO that any founders’ original vision - the origins of the characteristics of any entity - should not be sacrificed at the altar of change; and via the Phoenicia Hotel’s GM Charles Azzopardi, that new owners of a market-leading entity, and the entity itself, can indeed adjust their visions to each others’ needs whilst simultaneously nurturing - as opposed to hindering - an entity’s much coveted lineage and style.

Enjoy your read.

Last modified onSunday, 28 September 2014 13:30

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